Quality Management

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.