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- 1. Quality Deployment systems and methods
- 2. Need to standardize • It is not common to see every company hoisting up a quality policy in its clients presentation. • Also every company of some repute would talk about having some kind of formal quality systems. • When a formal quality system is established the first exercise is to document the formalized practices and procedures to bring in consistency. • The quality systems are formalized systems that document the structure, responsibilities and procedures required to achieve the effective quality management. • The set of procedures are utilized for determining and implementing the intentions and objectives of the organization with respect to quality. • Most of the evolved companies end up setting quality systems in line with some of the most standards like ISO and CMMI.
- 3. Need to Standardize • Degree of standardizations change with lifecycle stages and in low maturity companies is attempted only in core construction phase: • Requirement phase • Design phase • Construction phase • Testing phase
- 4. Conglomerate of Best practices – Models Dilemma • The key factor is ultimately not to loose of the best practices that the company has created over a period of time while joining the needs of an known standard. • It equally supports industry- wide benchmarks of performance. • ISO 9000 series which has become the most accepted business management standard is the starting point for most of the companies. • When implemented correctly it guides the organization to build quality into the products and services and helps to avoid the warranty costs and rework.
- 5. Conglomerate of Best practices – Models Dilemma • As continuous is a must for the quality departments in the s/w industry, model based improvement qualifies as a very strong paradigm. • The key dimension for consideration is that model-driven improvement SEICMM and CMMI may or may not fit into the specific industry situation the company is in. • There is o silver bullet to ascertain the required models even as ISO and CMMI appear the most preferable ones. • ISO provides the basic framework of the first version of the quality system ; the CMMI model is often too detailed for companies of potentially different size and complexity. • Hence the key factors that are surely required to be considered for a quality system include nature and complexity of the projects being carried out in the company.
- 6. Business growth • Despite the fact that as companies grow larger in size, other features like organization structure, leadership roles and responsibility change, but very little attention is paid to the quality system of the company. • A start up is primarily driven by a bunch of enthusiasts who are more interested in running a business than running a quality system that ensures process quality for them. • Since they have to establish their reputation in the market and get the most of the meager investments they need a high delivery quality the most at this point in time. • The most common way to ensure good quality is to employ good personnel.
- 7. Sustenance of QMS • Companies start process development around program management offshoring and other related process like knowledge transfer at this stage. • The quality systems have to mature further institutionalize the process with respect to increasing productivity, continuous improvements and value added services. • Quality systems that are designed to incorporate deep statistical analysis technique like Monte Carlo simulations, ANOVA and other statistical techniques provide robust analytical basis for decision making
- 8. Sustenance of QMS • If the systems are mature enough to take care of all the eventualities in the projects and guide the roles that particular team member has to fulfill at various stages of the projects. • These quality systems is extremely favorable in large companies in which it is not possible to manage the volume and most definitely impossible to control or manage without a guided role-based system. • Often when diversity in business is high and there are varied business lines, the quality system has to be created rather as a loose confederation of practices. This model again function when there are large companies with varied business needs.
- 9. Governance of QMS • Some of the key dimension of success for the quality is qualification and skills required for being a good quality. • Often QA are bought into company with the skills related to ISO 9001 and other CMMI models. The QA must be strong in his/her negotiation skills apart from having strong persistent in communication and other skills. • In this type organizational structure and governance models is best suited. The governance models are driven easily as per the standard requirements stated in ISO 9001 and other CMMI models.
- 10. Impact of training • A typical Indian IT company in the IT sector growing at an analyzed rate of 40% would bring in atleast 5000-10000 people on board every year. • A majority of them freshers but a quite a few of them as lateral joinersit is incresingly difficuilt to design robust training planning and delivery management systems. • This not only cater to such volumes but also consistently churn repeatable performance.
- 11. Impact of training • This is indeed a challenge because the laterals come different cultures and bring along with a baggage of past. • QA department needs to constantly strive to ensure repeatable process performance of the processes.