QMS Overview DH/RH Module. Session Expectations Understanding the Current QMS from DH/RH’s...

QMS Overview

DH/RH Module

Session Expectations

• Understanding the Current QMS from DH/RH’s Perspective

• Obtaining overview of the DH/RH’s role specific activities in a BU

Mahindra Satyam ConfidentialMahindra Satyam Confidential 22

QUALITY QUALITY POLICYPOLICY


To satisfy ourTo satisfy ourcustomers by customers by ensuring that ensuring that the the products and products and services we services we provide meet or provide meet or exceed exceed customer customer requirements requirements and and expectations.expectations.

Process StructureProcess Structure


Project Knowledge Base, Process Database

Templates

TailoringGuidelines

Methodologies

Life CycleProcesses

Project MgmtProcesses

Support Processes

Quality PolicyManual

Training Kit Standards

WorkInstructions

Quality Policy Manual

• Quality Policy Manual states the policies of Mahindra Satyam as applicable to the – Development and Maintenance of software– Engineering– Internal support services– Consulting Services– Managed infrastructure and Technology support

services


Quality Policy Manual

• For example,– In order to proceed with software development,

the customer’s complete, unambiguous set of functional and non-functional requirements shall be documented• By Mahindra Satyam, or• By Customer and reviewed by Mahindra Satyam


Methodologies

• Methodologies describe the life cycle phases for a particular project, depicting the ETVX (Entry, Task, Validation, Exit) criteria

• For example,– Object Oriented Methodology– E-Learning Methodology


Processes

• Processes are also referred to as Procedures• Processes depict the sequence of activities to

perform a task, and the corresponding responsibilities


Processes

• Project Management Processes• Life Cycle Processes• Support Unit Processes


Project Management ProcessesProject Management Processes


Processing Project Proposals

Project Initiation

Project Planning

Project Tracking and Monitoring

Delivery and Deployment

Project Closure

Project Metrics

Risk Management

Configuration Management

Project Estimation

Inspections and Reviews

Main Processes Generic Processes

Conducting Contract Review

Defect Prevention

Life Cycle Processes


Requirements Gathering and Analysis

Design

Construction / Unit Testing

Integration

System and Acceptance Testing

Warranty

Programming Guidelines

Support Processes

• Processes for the activities of Support Units• For example,– Corporate Quality Processes– N & S Processes


Overview of Project Life Cycle

Overview of Project Life Cycle


Processing Project Proposals

Project Initiation

Project Planning

Delivery and Deployment

Project Closure

Conducting Contract Review

Project Tracking and Monitoring

Project

Acquisition

Estimation

Project

Planning

Project

Execution

Project Acquisition


Proposal Preparation

Customer

MasterAgreementSends ‘or’ PO

Review

Review

ReviewWOs

Request for Proposal

Sends Proposal

ProjectPlanning

Sends

Project Acquisition – DH/RH’s Responsibilities

• Ensure adherence to QMS while processing– RFP from external customers– In house requisition from internal customers

• Approve projects for skill / competency building in new technology areas

• Review the basis for Customer’s rejection, if any, of the proposal, along with the proposal team and the receiver of the RFP

• Review the analysis of data on proposals submitted, proposals accepted and rejected by the BU


Project Acquisition – DH/RH’s Responsibilities

• Approve the initiation of projects where a formal contract is not available.

• Control contract related deliverables like Signed Contract or Purchase Order/Work Order



Project Planning

A

Identification of PL

Project Kick-offmeeting

Access toOn-line systems

B

Project Informationin SPR

Resources from RCC

Resources from SSUs

Negotiations

Project AcquisitionProject Initiation

Project Initiation – DH/RH’s Responsibilities

• Provide necessary documents/relevant information for initiating the project

• Approve billable and non billable projects


Project Planning


B

Inputs for Project Planning

C

Project Estimation

Risk Management

Identification of Roles and Responsibilities

Project Plan Preparation

Defect Prevention

Project Execution

Project Initiation

Project Execution


Project Delivery

Project planning

Status Updation(TSMS)

(MS Project)

Customer Communication

Organization of Team

Training to Team

C

D

Project Tracking

Project review meetings

Work Execution

Work AllocationConfiguration Management

(VSS)

Inspections/Reviews

AuditsMetrics TestingDefect

Prevention


Project Closure

Project Tracking

Acceptance

E

D

Onsite Installation

Software Replication & Delivery

Project Delivery


Project Closure E

Release of Manpower and Terminals

Taking Back-ups

Revoking access toOn-line systems

Handing over Project File to Library

Project Delivery

Project Retrospective Meeting

Project Retrospective Report

Best Practices and Lessons Learned

DH/RH’s Responsibilities at BU

Level

Alliance Management

• To be in charge of all the operations of the Alliance as per the agreement.

• To ensure that the Alliance operations meet the mutually agreed Service Levels and Objectives


DH/RH’s Overall Responsibilities

• To ensure that all types of resources are made available in Mahindra Satyam in a timely manner for effective implementation of QMS and addressing customer satisfaction.

• To ensure that the Quality Policy and the QMS are followed by all the levels in the Group

• To ensure that the responsibilities and authorities of the associates in their Group are defined and communicated, as relevant.

• To ensure that appropriate communication takes place in their Group.


DH/RH’s Overall Responsibilities

• To ensure that quality objectives are established at all relevant levels in their Group ,in line with the overall quality objectives of Mahindra Satyam

• To ensure Business Continuity and Information Security in their respective Groups

• To ensure that customer requirements are determined and fulfilled with the aim of achieving customer satisfaction

• To participate in the corporate and Group level Quality Management Review meetings


Terminology Refresher


Estimates Project Metrics

Metrics Baselining

Project Knowledge Base (PKB)

Suggestion Handling Inspections

CAR and DP

PMR and QMR - PMR PMR and QMR - QMR

Team Charter Shared Vision

DAR OIDPareto Analysis

Estimates• The initial estimates would be arrived at during Project

Acquisition Phase– These estimates are communicated to the customer– These estimates form input to estimation at Project Planning

Phase

• The estimates at project planning may differ from those at project acquisition– These estimates are internal to the project (may not be

communicated to the customer)– These estimates are used for tracking the project– Required planning need to be done to cover the discrepancies


Project Metrics• Measure

– Measures are numerical values assigned to software attributes. E.g., 80 Lines of Code (LOC)

• Metrics– a metric is a combination of measures that provides insight into software

development. E.g., • 80 LOC per person day(a ratio)• Planned 8 person days;Actual 10 person days (a comparison)

• Metrics Analysis– The use of metrics data to

• compare the performance of the process against the target• identify problems• assess problem impact• project an outcome, or• evaluate alternatives related to issues


Project Metrics• The objective of Quantitative Project Management is to manage the

performance of the projects through metrics• The typical measures are size (FP or LOC), effort(in person days), schedule

(in calendar days) and defects (in number)• The typical metrics are effort estimation variance, schedule estimation

variance, defect density, productivity• During metrics analysis, previously collected data is converted into

information that is used by the decision makers

• Statistical techniques like Run charts, Control Charts and Cause-and-Effect Diagram are used for Metrics Analysis and decision making


Metrics Baselining• Process capability baseline is derived by Metrics Group of Quality every 4

months based on the data from completed projects

• It is calculated at Company-level and Unit-level.

• It indicates

– what performances have been achieved, and

– what the process is capable of delivering

• It is represented in two different ways

– Process Capability Limits

– Process Performance Percentiles

• It is used for

– Estimating performance of future projects

– Identifying areas for process improvements


Project Knowledge Base (PKB)• Project Knowledge Base (PKB) in QUALIFY is a one point

reference to– Process database containing metrics data and baselines– Best Practices– Lessons Learnt– Risks– Tools– Sample Documents

• The information is collected from completed or ongoing projects in retros and intros

• The information is used in the projects for better execution• PKB is managed by the PMG


Suggestion Handling

• Suggestions (and Ideas)– Can be given by any Associate– Will be received by the Process Management Group (PMG)– Are entered into the QMS Changes database in Qualify

• PMG– Takes action on the suggestions– Updates the QMS Changes database for process

improvement suggestions– Tracks the suggestion to closure


Inspections

• Inspections are more structured than reviews• Inspections are mandatory for Project Plans, URD,

SRS, High Level Design document, User Documentation

• Inspections are mandatory for detailed design and code review when the team member– is new to the project– is new to the technology


CAR and DP• Defect

– A defect is what was wrong or incorrect in the work product

• Defect Cause

– A defect cause is some preceding incident that brought about the defect

• Causal Analysis and Resolution (CAR)

– to analyze the defects

– to identify the causes for the same

– Using statistical techniques e.g. Pareto, Cause-and-Effect

• Defect Prevention (DP)– to implement actions that will prevent those defects from recurring

– The actions are reviewed for their effectiveness


PMR and QMR - PMR• Project Management Review(PMR) Meetings

– are meant for monitoring the progress of the project at milestones

– attended by the PM, PL and the project team

– are used to decide on preventive and corrective actions wherever necessary

– are used for information sharing within the project team on project-based issues

• Inputs: Project Workbook

– QUANTIFY reports for metrics and DP

– Project Risk Report

– Internal Quality Audit and PPM Reports

• Output: MOM in Project Workbook


PMR and QMR - QMR• Quality Management Review (QMR) Meeting is for

– Setting the Quality goals for Group within the frame work of Organizational Quality Goals

– Reviewing the plans and Progress– Resolving quality related issues– Learning and contributing towards Group /Organizational Quality

Journey– Attended by

BU Head (as Chairperson) PM Heads or equivalents Other persons, as decided by BU Head• Quality Representatives


Team Charter• A team charter is a documentary evidence that establishes

roles and responsibilities of the project Team (PM, PL, TMs) with required authority

• In our context, Project Plan forms the team charter• The roles of the team members, their interaction

channels, interfaces and communication channels with the support units are established in the Organization structure in the project plan


Shared Vision• Shared Vision is that common objective that drives us, as

teams, as a BU, as a company, etc.

• Examples of shared vision are:– Team level – Project plan, project requirements, project

standards, etc.

– BU level – BU vision, Orbit 5 journey, BU level measures and their percolation down to account and project levels

– Organization level – Quality Policy, Orbit 5, Qualify, standard tools like Quantify, Business objectives and directives


Pareto Analysis• Pareto analysis is a process for ranking causes,

alternatives, or outcomes to help determine which should be pursued as high priority actions or opportunities for improvement

• It is a useful technique following 80-20 principle• Pareto charts can be used at various stages in a quality

improvement program to help select the steps to take next

• Pareto charts are essentially frequency counts or amounts displayed in descending order


DAR

Decision Making Steps• Identify the decision to be made together with the goals it

should achieve

• Get the facts

• Develop alternatives

• Rate each alternative

• Rate the risk of each alternative

• Make the decision


DAR

Decision Making Techniques• Pugh method or decision-matrix method• Brainstorming• Delphi Method• Software QFD


OIDOrganizational Innovation and Deployment

• A first of the kind

• Originating from the activities of the Organization

• A thought wave envisioning benefits


Let’s participate in the Quality Journey!


QMS Overview DH/RH Module. Session Expectations Understanding the Current QMS from DH/RH’s...

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