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Transcript of Quality Delivery Management
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Quality Delivery Management
The ideal model for Effective Quality Implementation
ByRamkumar RamachandranGM – Quality & TestingRenault Nissan Technology & Business Centre India Pvt. Ltd (IS&IT Division)[email protected]
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15/04/2023 Copyrighted material 2
Contents
• Objective
• The Quality Team Structure
• Teams & Responsibilities
• Quality Team – Ideal Composition
• Selling Quality – Best Practices
• Risks & Mitigations
• Summary
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Objective
• How do you setup a Quality Team?
• How do you effectively create Quality Culture?
• How do you justify investments in quality?
• What is war-time and peace-time activities?
• Mix of Practitioners in Quality Team
• Determine Facilitation Productivity
• Monitoring mechanisms
• Awarding Quality in deliveries
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Disclaimer
Best Attempts are made to Provide inputs on a workable Quality Organization ModelResults vary based on your
Organization ecosystem
Honestly, nothing of this is rocket science, just pure common sense
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Quality Organization
The typical ‘Quality Structure’ for well-oiled operations
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Quality Delivery Management
Senior Management
Quality Head
Process Definition
Process Specialists
Internal Audit
Auditors
Facilitation
Facilitators / SQAs
Process Compliance
Review
Process Reviewers /
SQAs
Innovation
MBB / BB
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Inter-related Quality Wheels
Senior Management
Commitment
Policies
Processes
Implementation
Audits
CMMI/ISO
ITIL/Six Sigma
Customer Satisfaction
Product
Quality
Delivery
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Desired Eco System
• Committed Senior Management
• Strong Engineering focus
• Long term growth plans for the organization
• Strong estimation mechanism
• Focused Risk Management
• Highly matured middle management
• Inclined to encourage innovation
Signs of a
Growing O
rganiza
tion
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Justifying Investment
Creating a quality team with the right crowd and right composition
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Quality Team Composition
Nascent Mid-Way Matured0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
1020
30
4035
35
2025
2530
2010
DefinitionAuditorsImplementersInnovators
Ratio of the quality crowd
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Quality Rollout Team Strength
Nascent Mid-Way Matured0
2
4
6
8
10
12
1 1 1
7
4
2
10
7
3
Non-FocussedFocussedHighly Focussed
Note: This is very subjective and needs to be applied along with several other parameters
% Quality Rollout Team Vs. Orgn. HC
Includes Full time, Part
time & Practitioners
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Practitioners Composition
• Practitioners can contribute for: -– Process Championing– Process Definition – through EPG– Process Implementation– Process Audits
• In the nascent levels it can be as much as 30%
• In matured state it can be at 15%
• Higher composition of Practitioners leads to better quality culture and sustainability of initiatives
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Typical Quality Team Member Profile
• Comfortable in software engineering (Eg. Tech Savvy)
• Delivery experience
• Faith in systemic working
• Strong conflict resolution skills
• Excellent communication skills
• Knowledge of Models / Standards / FrameworksBasic Q
ualities o
f a
Good SQA
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Process Definition
Create rules for delivery that meet the business objectives
Click to edit Master title styleFit the Model into Business
Sales
KT
Engineering
• Identify Prospects• Submitting RFPs• Transferring
knowledge• Validating KT• Design Quality
• Code Quality
CMM
IISO
ITILMaps
To
Business
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Rules for Defining Process
• Choose Model / Standard / Framework that suits the business
• Map the Model into the business – never the other way
• Create a process architecture to understand various process interactions
• Make the process architecture scalable
• Call the QMS as BMS – Business Management System – melting pot of all Best Practices
• BMS should be able to accommodate QMS, SMS, ISMS etc.
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CUSTOMER 1CUSTOMER 1 CUSTOMER 2CUSTOMER 2
Maintenance Support
Java .NET OTHERSM/F SAP
ABC Corporation
Business Service Catalogue
Technical Service Catalogue
Service Level ManagementBusiness Relationship Management
Service Continuity ManagementStrategic Service Management
Information Security Management Supplier ManagementService Management Objectives, Policy , Scope and Plan
IT Financial Management
Requirements Management
Service System Development Change Management
Release and Deployment Management
Incident ManagementProblem Management
Service Request Management
Configuration Management
Availability Management
Capacity Management Risk Management Work Planning
Work Monitoring & Control
Measurement & Analysis
Quality Assurance
Organizational Training
Integrated Work Management
Organizational Process Definition
Conti
nual
Ser
vice
Impr
ovem
ent Continual Service Im
provement
Continual Service Improvement
SAMPLE
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BMS Release Mechanism
• After initial baseline, plan quarterly releases of BMS
• Encourage Practitioners to come out with process change requests
• Process changes needs to be approved by EPG and queued for the forthcoming release
• Have provision for ‘Hotfix’ releases
• Provide a version number for each BMS release
• Communicate to all stakeholders on each BMS release
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• Design a very effective training mechanism to all stakeholders
• Split the training into two parts: -– Generic BMS training– Role based BMS training
• Everyone should undergo a training of these two components
• Role based training should be with case studies / scenarios that is applicable to the given roles
• Have a very strong mechanism for evaluating training effectiveness
Effective Training on BMS
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• Evaluation mechanism can be through online quiz / interviews / tests
• Arrive at a threshold score that everyone should get in these evaluations
• Plan for Refresher Training for all roles
• Bring in the training completion as a pre-requisite for deployment into Projects
Effective Training on BMS
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Engineering Process Group
How to make Practitioners own the process?
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Having an Active Engineering Process Group
• Engaging Practitioners to define processes is key to effective buy-in
• EPG should be headed by Practitioner
• Identify ‘Process Owners’
• Co-ordination of EPG Meetings by QA rep
• High visibility of Process ‘Tailorings’ & ‘Deviations’ to EPG
• Cross unit representation in EPG
• Incentives for Practitioners to be part of EPG
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The EPG Structure
EPG Members
Senior Mgmt. Committee
Chairperson
EPG
Objectives
SEPG Plan
QA Representative
Quarterly Reviews
Monthly reviews/action plans
PMO
Middle Mgmt. Committee
CMMI / ISO / ITIL
Operations & Functions
Monthly updates
QA QA Plan
Model Updates
PIF & Tailorings
Data
SBU Head
V.Chairperson
Convener
SAMPLE
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EPG Responsibilities
• Process should be owned by EPG
• EPG should be predominantly comprised of Practitioners
• QA should vet the processes for compliance with CMMI / ISO / ITIL as applicable
• EPG should analyze various parameters to sense patterns and act on the same
• Sample parameters for analysis: -– Tailoring / Deviation Requests– Non-Conformances– Risks– PPB
• An annual plan for analysis should be drawn and monitored
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Jan Feb Mar Apr May Jun Jul Aug
Defects Analysis
PCR Analysis
Risks Analysis
Best Practices Analysis
Tailoring / Deviations Analysis
Annual EPG Analysis Calendar
SAMPLE
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Process Rollout
Effective facilitation of process adherence in delivery
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Effective Facilitation Planning
• Arrive at Facilitation Productivity– A very scientific one OR– A ball park figure (one SQA for ‘n’ projects, of given category)
• Consider other activities and allocate ‘effective available mandays’ only (Eg. 18d One person month)
• Consider multiple skill sets for defining productivity Fresher / Standard / Senior
• Have a Facilitation Tracker to allocate SQA to projects
• Know the load of each SQA at any point in time
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Work Load DistributionTotal Current Work Units Projects Count
Total Available EffortNot Considered Effort
arriving the Work Units
SQA
Available Hrs per Month(18days*8 hrs)
Allocated %
Actual Hours
Conducting PCR (2days*8hrs)
Meetings, Trainings and Leaves (2days*8hrs)
John 144 100% 144 16 16Umesh 144 15% 22 16 16Yashitha 144 95% 137 16 16Venkat 144 10% 14.4 16 16Malathi 144 100% 144 16 16
Prashanth 144 100% 144 16 16
Jothi 144 85% 122.4 16 16Total Available Effort 727
SQA Run Change Build Grand Total
John 6 13 19Umesh 1 1 1 3Yashitha 3 14 1 18Venkat 1 16 1 18Malathi 5 5Prashanth 8 9 17Jothi 7 18 25Total 31 71 3 105
Low(1) Medium(3) High(5) Total Work UnitsJohn 6 39 0 45Umesh 1 3 5 9
Yashitha 3 42 5 50Venkat 1 48 5 54Malathi 5 0 0 5Prashanth 8 27 0 35Jothi 7 54 0 61
Total Current Work Units 259
Total Current Work Units 259Organization "A" Work Units 14Organization "B" Work Units 245
Work Unit Per Resource(Organization "B" Work Units(245) / No. of Resources(5)) 49Total Available Effort(Organization "B" Resources) 691Effort per work unit(Total Effort / Total current work units) 2.82
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Doing Effective Facilitation
• Effectively train SQAs on BMS
• Have a strong validation mechanism for judging SQAs knowledge on BMS (Eg. Quiz)
• Train SQAs on Doing Effective Facilitation
• Make SQA ALWAYS see the DELIVERY perspective of a compliance requirement
• Ensure that simple Facilitation Log is maintained with facilitation findings and shared
• Define escalation mechanism for non-closure of facilitation findings
• Measure the leakage of non-conformances to PCR
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Facilitation Log
<<To be filled by SQA>> << To be filled by PM / PL>> << To be filled by SQA>>
S.No
Review Date Description of Issues Details of Action Status Closure
Date Closure Verified On
SAMPLE
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Know the Practitioners Pulse
• Conduct CSAT on Facilitation team’s performance with Delivery Team
• Frame questions to know how much the SQA is delivery focused / BMS knowledge etc
• Take this CSAT as an indicator of Delivery Team’s perception on Facilitation
• Answers should NEVER be mapped to SQAs
• Answers should ONLY be mapped to projects
• NEVER use this CSAT to appraise SQA
• Do systemic changes based on this CSAT
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Plan localized Facilitation Services
• Meet delivery units at define frequency with special facilitation services. For eg: -– Analyze certain delivery patterns and provide a solution
– Study certain challenges (Requirements / Testing etc) of delivery and offer solutions
– Identify opportunity for improvements and advice the same
– Discuss beyond ‘audit’, ‘compliance’, ’PCR’ etc.
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• Average Projects / SQA
• % of findings leaked to IQA from Facilitation– IQA NCs not reported in Facilitation Log / Total IQA NCs
• SLA Adherence %ge to Facilitation Findings closure
• Kaizen contribution per SQA
• Implemented process improvements per SQA
Interesting Facilitation Metrics
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Process Compliance Reviews
The in-between of Facilitation and Internal Audits
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Findings Leakage
Findings in Facilitation – Facilitation Log
Findings in PCR – PCR Report
Findings in IQA – Audit Report
Findings in External Audits
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Effective PCR Framework
• Cross allocate SQA for PCR
• Ensure independence of PCR activity
• Maintain an elaborate PCR template with– Process-wise questions– Graded scores for each question (0 to 5)
• All scores <= 2 should be treated as NCs and tracked for closure
• Define ‘hygiene factors’ as pre-requisite to start a PCR
• PCR template should have provision to capture details of compliance
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Crosslink PCRs
SQA-1
SQA-2
SQA-3
Project A
Project B
Project C
Project DFacilitates
Facilitates
Facilitates
Conducts PCR
Conducts PCR
Facilitates
Conducts PCR
Project E
Facilitates
Conducts PCR
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PCR Planning
• Have PCR as a monthly activity
• Decide on sample criteria, for eg.:-– Projects > USD 1M – Monthly sample– Projects in Support – Bi-Monthly sample– Hi-visibility Projects – Monthly sample
• Publish PCR Schedule to all stakeholders
• Create high visibility to PCR results through emails and posters
• Do PCR trend analysis to identify patterns
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Finer aspects of PCR
• Ensure min 80% of PCR activity is offline and only max 20% engages the delivery team
• Define SLAs to close PCR findings along with escalation mechanisms
• Capture findings leakage from Facilitation
• Make Leads to randomly validate the PCRs
• Minimum 80% of PCR score should be made as KPI at all levels
• Provide high visibility for PCRs that are cancelled
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• Arrive at the Corroborative Compliance Score– Compliance score only when activities are done in the
chronological order– Nil compliance for artifacts created in ‘one-go’
• Identify ‘Sustainability Index’– This score tells how much is the PCR compliance sustainable– Purely refers to artifacts in relevant location– CM Plan becomes the base for Sustainability Index
Going Beyond PCR
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Internal Audit
How to design the best internal business control
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Internal Audit Organization
QA HeadOversees Audits
AuditorsPractitionersConducts Audit
AuditorsQA
Conducts Audit
AuditorsSupport Function
Conducts Audit
Audit Manager
Manages Audits
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Internal Audit Framework
• Audit team should be trained on auditing skills
• The Audit Manager should oversee the audits
• Audit frequency should be defined – ideally quarterly
• Support functions also should be audited
• Strive for common approach across auditors
• Normalization of findings should be done
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Internal Audit Framework……(Cntd)
• Audit analysis leading to effective CAPA should be done
• Pareto analysis should be done to know ‘Key Contributors’ of Non-conformances
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Internal Audit – Activities
• Maintain an annual audit calendar, with named audit cycles
• Have a well defined project sampling criteria
• Have 70% to 80% of Auditors from delivery
• Rest 20% to 30% of Auditors from support
• Clearly define SLA at every level
• Ensure formal Opening & Closing meetings
• Provide high visibility to findings closure status
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Internal Audit SLAs
Audit Announcement
Audit Report Submission
Audit Report Queries Raising
Audit Queries Resolution
Findings Closure
Audit Team
Auditor Auditee Auditor Auditee
SLA for Findings closure depends upon finding category. Eg. 2 weeks for Major and 1 week for Minor. SLA for Findings Closure is followed by Escalation Mechanism.
Two weeks lead time to announce
audit schedule
Audit report to be
provided within 2
Business Days
Queries to be raised within
2 business days
Queries should be responded
within 4 business days
Findings should be
closed as per NC
classification
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NC Closure Specific SLA Escalation
After 1 weekProgram Manager
After 2 weeksVertical Head
After 3 weeksQA Head
After 4 weeksCentre Head
Becomes a Organization
RISK beyond 5 weeks of non-
closure
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NC Closure Specific SLA Escalation
NC Details
Open within SLA
Open beyond SLA
Escalated Level
PM Unit Head QA Head VP
NC 1
NC 2
NC 2
NC Details
Closed Closed beyond SLA Closed with
Proposed Action
within SLA
Escalated Level
PMUnit
HeadQA Head VP
NC 1 NC 2 NC 2
Open beyond SLA
Closed beyond SLA
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Standard Audit Analysis
• NC score across delivery units
• Audits Planned Vs. Conducted
• Pareto analysis of Process Areas of NCs
• Process Area-wise / Clause-wise NC analysis
• NC Open / Close Status
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Interesting Audit Metrics
• NC Density / Delivery Unit
• Auditors Effectiveness Score
• SLA Adherence – Delivery Unit-wise
• NCs leakage percentage – from PCR
• Average TAT to close NC – Delivery Unit-wise
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Internal Audit – Key Success Factors
• Clear sampling criteria
• Comprehensive coverage of all operations & support functions
• Auditors Training
• Auditees Awareness Session
• Findings normalization
• Strict adherence to SLA & related escalations
• Providing high visibility to audit outcome to all Stakeholders
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• Mechanism to track NCs that are closed with ‘Proposed Corrective Action’ in future releases
• All NCs should be tracked as following: -– Open – Within SLA / Beyond SLA– Closed – With Correction / With Proposed Corrective Action– Closed – Within SLA / Beyond SLA
• Each audit cycle should track last cycle’s NC closed with ‘Proposed Corrective Action’
• Closure verification can be done by SQAs and later concurred with concerned Auditors
Internal Audit – Finer Aspects
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Innovation
Building a strong Innovation Culture is key for sustained growth
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Innovation Framework
Six Sigma
Innovation Kaizen
Lean
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Innovation Framework
• Build a culture of innovation in the organization slowly & methodically
• Innovation is disruptive thinking – needs a planned growth
• Expect enough resistance in the initial period
• Create a three to five year plan
• Start with high visibility – posters, mailers, roadshows etc.
• Form a strong Innovation Team with Master Blackbelt and Blackbelts
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Rolling out Innovation Culture
• Start with Kaizens
• Conduct multiple Kaizen waves every year
• Define Kaizen as ‘small, implemented improvement’
• Never harp on hard savings
• Stress on benefits, soft savings achieved through Kaizen
• Create a common body to evaluate Kaizens
• Have defined criteria to ‘qualify’ a Kaizen
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Awarding Kaizens
• Kaizens can scored based on ‘Originality’, ‘Re-usability’, ‘Cost Savings’, ‘Effort Spent’
• Provide Wave-wise awards for Kaizens Eg. Top ‘n’ Kaizens
• Have an Annual Best-of-Best Award across Kaizen Waves
• Make Kaizen Contribution as part of KPI for Managers
• Provide awards in public forums to convey its importance
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Graduate into Six Sigma
• Kickoff Six Sigma projects on strong Kaizen base
• A very conducive Innovation Culture is key for successful Six Sigma rollout
• Kickoff Annual Six Sigma Cycle with identification of key business pain points
• Business pain points should be decided by the Senior Management
• Evaluate and rank business pain points
• Choose the Top ‘n’ pain points as candidates of Six Sigma Projects
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Evaluating Pain Points
• Pain points can be evaluated on: -– Cost savings that will be achieved on fixing it– Time that would be taken for fixing it– Availability of data on the said pain points
• This will justify the time & effort spent on addressing the pain points
• Engage the Finance Department to closely track and confirm the savings on completion
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Six Sigma Rollout
• Get nominations for Green Belt training
• Nominated persons will be trained and allocated to GB Six Sigma projects
• It is a good practice to localize the GB training content, with local examples
• GB Training should be exhaustive and on workshop mode
• Ensure that the Trainer is an MBB with relevant industry experience
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Stages of Six Sigma Project
Define Define Problem Activities
Measure Measure problem Activities
Analyze Analyze Causes Activities
Improve Implement solution Activities
Control Sustain Success Activities
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Monitoring Six Sigma Projects
• Draw a schedule for each Six Sigma Projects
• Schedule should never go beyond 3 to 4 months – under normal circumstances
• A long running Six Sigma project may lose Organization’s focus
• Plan review with MBB, Sponsor, QA Head and Senior Management at end of each phase
• Take a conscious call on progressing to subsequent phase
• Collectively, have the courage to call off a project if a strong un-resolvable problem is evidenced
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Key Success Factors for Six Sigma Projects
• Focus on proper and pragmatic cause attribution
• Ensure good data quality for analysis
• Active participation of Finance person in all phase end reviews is mandatory
• Proposed solutions should be on causes identified and should not be superfluous
• Sponsor should be fully support effective implementation of proposed solution
• Focus should be on sustaining the benefits achieved
• Award Green Belt Certificate ONLY on successfully completing the project
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Honoring Green Belts
• Conduct a high visibility Certification Ceremony for successful Green Belts
• Share the success details viz. Hard Savings in Dollars, Person Days etc.
• Use GB Certification as a Differentiator during appraisals for promotions
• Publish GB Success Stories in organization newsletters to spread Best Practices
• Set KPIs for Seniors on number of GB projects to be sponsored in a year
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The Other Practices
Few standard and non-standard practices
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Quality Award
• Institute a Quality Award based on defined parameters
• These should NOT be on compliance score alone
• Few parameters: -– SLA honoring in IQA– SEPG Attendance– Count of Process changes proposed to SEPG
• Make the award a quarterly affair
• Announce the Winner with high visibility
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Train on Art of Facilitation
• Train the SQA on mastering the art of facilitation
• Facilitation is the ‘art of making a point without making an enemy’
• SQA needs to be soft but stubborn
• All Facilitation inputs should be formal in Facilitation Log
• Change projects allocated at defined frequency to avoid bias and monotony
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Plan the Activities
• Make Leads provide a broad Activity Report on weekly basis
• Activity Report shall contain: -– Activities completed last week– Activities planned for current week– Activities that spans weeks– All the above with dates and status as applicable
• This needs to be a simple report conveying the snapshot of activities of the week
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Sample Activity Report
Activities Planned for current week Activities Completed last week
Activity Description
Planned Completion Date Remarks Activity Description Completed On Remarks
Facilitation for Project A Facilitation for Project BPCR for Project XYZ
Notes: - Activities In-Progress
Activity Description
Planned Completion Date Remarks
Process Definition - DARProcess Review is pending with Process Owner, could be delayed
SAMPLE
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Report Comprehensively
• Quality Team many a times fails in reporting developments
• Design a comprehensive monthly report to Senior Management
• Broad contents would be: -– Key accomplishments last month– Key activities planned for current month– Key Indicators – PCR Score, SLA adherence, Team Load,
Project Risks etc
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Create High Team Morale
• Keep the team morale high
• Provide independence to report factual findings without fear
• Make it clear – Compliance is Delivery Responsibility, enabling is SQA responsibility
• Measure facilitation effectiveness through NC leakage, Facilitation PCR IQA
• Organize informal group activities for better team bonding
• Remember that your subordinate’s career growth is your responsibility as well
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• High Compliance Score Vs. High Product Defects
• Delivery Accountability – QA Vs. Project Team
• Snapshot Compliance Vs. Sustainable Compliance
• Is Facilitation a policing activity?
• To CSAT or not to CSAT for SQA services
• War Time and Peace Time activities of QA Function
Case Studies
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• What, When and How to escalate Project Risks to Senior Management
• Facilitation Productivity – Myth or Reality
• Compliance Vs. Defects Vs. CSAT – Can they be correlated?
• Best job rotation models for SQAs
Case Studies
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Quick Recap
• Quality Organization – Sub-divisions
• Defining process
• Implementing process
• Effective NC defect leakage
• Strong Audit Controls
• Planning & Monitoring QA activities
• Team Morale
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Thank You…!
Questions Please…!
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Join today!
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Copyright
Thank You…!