Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI, staged, uses 5 levels to describe the maturity of the organization
CMMI has been established as a model to improve business results
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
CMMI, staged, uses 5 levels to describe the maturity of the organization
CMMI has been established as a model to improve business results
CMMI (Capability Maturity Model Integration) is a proven industry framework to improve product quality and development efficiency for both hardware and software
SSCG Insight: Agile Automotive Quality Governance and OversightEugene Nizeyimana
Agile approach is changing the way companies manage quality. When becomes a company’s standard delivery methodology, it invigorate the way quality delivery, assurance and oversight is managed. This requires a significant shift in practices and behaviours that affect all parts of both the business and quality function. When well executed, Agile Quality Delivery will minimise quality risks, realise expected benefits, improve value delivery and cross functional collaborative management.
For more than two decades, the outsourcing industry has consistently addressed critical business needs such as
cost reductions and efficiency improvements. Outsourcing services have also empowered businesses to focus
more on their revenue generation processes such as production, sales and business expansion. However,
expectations have increased dramatically over the last few years and businesses now demand a lot more from
their outsourcing partners. Due to rising competition, new desirables such as quality improvements, customer
satisfaction maximization, process value-additions and effective management of SLAs, have been added to the list.
These are the primary reasons that have made it necessary for outsourcing firms to provide enhanced quality
assurance for outsourced projects.
A Simple Introduction To CMMI For BeginerManas Das
This slide contain an overall idea about cmmi and how to get started with cmmi levels. Also it is very good PPT for students who are giving seminar in colleges.
From 'Zero Defect Software' to 'First Time Right with Business'Cognizant
Quality Assurance (QA) departments now need to go beyond zero defect software delivery to encompass both IT and business requirements through end-to-end testing protocols. Representing a true step change for IT organizations, business process assurance entails a blend of analytics-driven Business Process Testing (BPT) and User Acceptance Testing (UAT).
We are an Australian Business Consultancy with specialist skills and experience within the admin systems and processes used by Australian superannuation and wealth companies.
In essence, at QMV we manage projects and deliver complete programs of work for our clients.
Our services fall within five key areas. Let’s explore them in detail.
1. Platform
-Configuration Management
-Platform Review
2. Operations
-Compliance Service
-Reporting
-Business Process Review
3. Change
-Program Management Office
-Change Management
4. Quality
-Quality Management Planning
-Data Services
-Testing
-Due Diligence
5. Business
-Tender Support
-New Business
Define, select, and apply various techniques including supplier qualification, certification, evaluation, ratings, performance
improvement, and so on.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
Global Certification Consultant is aiming to design CMMI Presentation to share knowledge about CMMI, its requirements and use of CMMI maturity levels 1 to 5, CMMI process and advantages over IT organizations.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
An appraisal helps the organisation’s to know the strengths and weaknesses of processes and also analyze how closely the processes relate to CMMI best practices.
Agile & pmi project management mapping maveric systemsMaveric Systems
Explore the points of parity and differences between two of the most widely used methodologies.
PMI Project Management (PMI) is by far the most widely accepted project management methodology. Off late, Agile has emerged as a strong candidate in the project management domain due to faster execution and deliverable oriented requirements of business.
Both these methodologies have gained themselves the reputation of best in class for project management for their own uniqueness. Though these methods look very different at a high level, they are actually mutually inclusive rather than exclusive. The principles of project management merge at a specific level even though the execution ways are different.
#ITLifecycleAssurance #Maveric
Adopting the Right Software Test Maturity Assessment ModelCognizant
A brief guide to software test maturity assesment models, weighing pros and cons of the TMMi Foundation certification approach vs. advisory assessment models.
SSCG Insight: Agile Automotive Quality Governance and OversightEugene Nizeyimana
Agile approach is changing the way companies manage quality. When becomes a company’s standard delivery methodology, it invigorate the way quality delivery, assurance and oversight is managed. This requires a significant shift in practices and behaviours that affect all parts of both the business and quality function. When well executed, Agile Quality Delivery will minimise quality risks, realise expected benefits, improve value delivery and cross functional collaborative management.
For more than two decades, the outsourcing industry has consistently addressed critical business needs such as
cost reductions and efficiency improvements. Outsourcing services have also empowered businesses to focus
more on their revenue generation processes such as production, sales and business expansion. However,
expectations have increased dramatically over the last few years and businesses now demand a lot more from
their outsourcing partners. Due to rising competition, new desirables such as quality improvements, customer
satisfaction maximization, process value-additions and effective management of SLAs, have been added to the list.
These are the primary reasons that have made it necessary for outsourcing firms to provide enhanced quality
assurance for outsourced projects.
A Simple Introduction To CMMI For BeginerManas Das
This slide contain an overall idea about cmmi and how to get started with cmmi levels. Also it is very good PPT for students who are giving seminar in colleges.
From 'Zero Defect Software' to 'First Time Right with Business'Cognizant
Quality Assurance (QA) departments now need to go beyond zero defect software delivery to encompass both IT and business requirements through end-to-end testing protocols. Representing a true step change for IT organizations, business process assurance entails a blend of analytics-driven Business Process Testing (BPT) and User Acceptance Testing (UAT).
We are an Australian Business Consultancy with specialist skills and experience within the admin systems and processes used by Australian superannuation and wealth companies.
In essence, at QMV we manage projects and deliver complete programs of work for our clients.
Our services fall within five key areas. Let’s explore them in detail.
1. Platform
-Configuration Management
-Platform Review
2. Operations
-Compliance Service
-Reporting
-Business Process Review
3. Change
-Program Management Office
-Change Management
4. Quality
-Quality Management Planning
-Data Services
-Testing
-Due Diligence
5. Business
-Tender Support
-New Business
Define, select, and apply various techniques including supplier qualification, certification, evaluation, ratings, performance
improvement, and so on.
The #DROOS_FLGAWDA channel is dedicated to providing scientific content that effectively contributes to building knowledge among interested and quality workers as well as manufacturers and service providers so that they can achieve their products better, faster and at the lowest cost.
Simply channel #DROOS_FLGAWDA... will change your life for the better
JOIN-US FOR FREE
https://goo.gl/4S8PQ8
Global Certification Consultant is aiming to design CMMI Presentation to share knowledge about CMMI, its requirements and use of CMMI maturity levels 1 to 5, CMMI process and advantages over IT organizations.
The three-day course, "Introduction to CMMI", introduces participants to the fundamental concepts of the CMMI model. The course assists companies in integrating best practices from proven discipline-specific process improvement models, including systems engineering, software engineering, integrated product and process development and supplier sourcing.
The course is composed of lectures and class exercises with ample opportunity for participant questions and discussions. After attending the course, participants will be able to describe the components of CMMI, discuss the process areas in CMMI, and locate relevant information in the model.
The workshop will help the participants to:
Understand the CMMI framework
Understand the detailed requirements of the process areas in the CMMI V1.3
Make valid judgments regarding the organization's implementation of process areas
Identify issues that should be addressed in performing process improvements using the CMMI V1.3
An appraisal helps the organisation’s to know the strengths and weaknesses of processes and also analyze how closely the processes relate to CMMI best practices.
Agile & pmi project management mapping maveric systemsMaveric Systems
Explore the points of parity and differences between two of the most widely used methodologies.
PMI Project Management (PMI) is by far the most widely accepted project management methodology. Off late, Agile has emerged as a strong candidate in the project management domain due to faster execution and deliverable oriented requirements of business.
Both these methodologies have gained themselves the reputation of best in class for project management for their own uniqueness. Though these methods look very different at a high level, they are actually mutually inclusive rather than exclusive. The principles of project management merge at a specific level even though the execution ways are different.
#ITLifecycleAssurance #Maveric
Adopting the Right Software Test Maturity Assessment ModelCognizant
A brief guide to software test maturity assesment models, weighing pros and cons of the TMMi Foundation certification approach vs. advisory assessment models.
Dictionary based concept mining an application for turkishcsandit
In this study, a dictionary-based method is used to extract expressive concepts from documents.
So far, there have been many studies concerning concept mining in English, but this area of
study for Turkish, an agglutinative language, is still immature. We used dictionary instead of
WordNet, a lexical database grouping words into synsets that is widely used for concept
extraction. The dictionaries are rarely used in the domain of concept mining, but taking into
account that dictionary entries have synonyms, hypernyms, hyponyms and other relationships in
their meaning texts, the success rate has been high for determining concepts. This concept
extraction method is implemented on documents, that are collected from different corpora.
Shankar Dyes & Chemicals is a leading and distinguished manufacturer, exporter, trader and supplier of Metallic Powder, Fluorescent Powder, Pigment Powder & Paste, Cosmetic Colour and Pearl, Sparkle Colour Powder, Glitter, Zari and Rainbow, Epoxy Resin and Hardener, Pearl Metallic Paste and Powder, etc.
http://www.shankardyesandchemical.com/
GREEN MARKET SADAR BAZAR, Delhi - 110006, India
La pratique de développement durable au sein du campussafrida fatmawati
Les villes sont très vulnérables aux impacts du changement climatique en raison de la grande population, l'utilisation intensive des infrastructures et les nombreuses activités économiques. De plus, le mode de vie et l'activité des communautés urbaines, qui négligent les impacts de la consommation d'énergie ont tendance à augmenter la concentration de gaz à effet de serre participant au réchauffement climatique.
L'amélioration de l'environnement et la qualité de vie deviennent la responsabilité de toutes les parties, y compris les établissements d'enseignement supérieur. Ils sont ceux qui contribuent à préserver l'environnement. Le campus durable est un concept qui a commencé à se développer dans le monde comme une réponse à la dégradation de l'environnement qui s’intègre dans la politique du campus.
Cette étude propose de comparer la politique de développement durable au sein du campus du Tertre-Nantes, France et du campus UNDIP Tembalang-Semarang, Indonésie. La matière de cette étude s’est constituée au travers d’entretiens avec les acteurs principaux, en tant que les personnelles clés, dans le domaine du développement durable.
En résumé, nous pouvons conclure que la meilleure politique de développement durable dans le campus doit être intégrée à la gestion de l'environnement, l'amélioration de la qualité de vie de la communauté universitaire et le renforcement de l'économie, ainsi qu’engager auprès de tous les intervenants.
City is highly vulnerable to the impacts of climate change because of the large population, the intensive usage of infrastructure and a lot of economic activities. In addition, lifestyle and activity of urban communities, which neglect the impact of energy consumption, tend to increase the concentration of greenhouse gas involved in global warming. Improving the environment and the quality of life become the responsibility of all stakeholders, including the higher education institutions. They are the ones who have the contribution to conserve the environment.
Sustainable Campus is a concept that began to develop in the world as a response to the environmental degradation which is integrated into the campus policy. This study proposes to compare the sustainable development policy within Tertre campus, University of Nantes-France and Tembalang campus, Diponegoro University-Semarang, Indonesia.
The material of this study was constituted through the interviews with the main stakeholders, as the key personnel in the field of sustainable development.In summary, we can conclude that the best sustainable development policy in the campus must be integrated into the environmental management, the improvement of the quality of life of the university community, and the strengthening of the economy, as well as engage in partnerships with all the stakeholders.
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
Capability maturity model integration (CMMI) is a process level improvement training and appraisal program. iT can be used to guide process improvement across a project, division, or an entire organization. CMMI defines the following maturity levels for processes: Initial, Managed, Defined, Quantitatively Managed, and Optimizing.
In their efforts to decrease costs, improve customer loyalty and extend brand reputation, organizations need a holistic, long-term view of enterprise quality management systems.
Running head QUALITY TRAINING MANUAL .docxtoltonkendal
Running head: QUALITY TRAINING MANUAL 1
Quality Training Manual 13
Quality Training Manual
Felicia Jones
12/06/2016
Table of Contents
Evolution of quality management 3
Introduction 3
i. History of the quality management evolution 3
ii. Why QM is needed 4
Week 2: The Role of Leadership 5
Senior management's role in successful quality improvement programs 5
Senior management’s role in the large-scale strategic quality programs 5
Why firms should adopt the roles 5
How management should derive the metrics 6
Week 3: General Quality Strategies and Tools 7
i. Establishing customer expectations 7
ii. Designing quality in 7
iii. Defining metrics 7
iv. Mistake-proofing 7
v. Kaizen 7
vi. Six Sigma 7
Week 4: Quality Tactics and the Logistics and Supply Chain Functions 8
i. What tools are applicable internally 8
ii. What tools are applicable externally with vendors 8
Part 2: Week 5: Roll-Out 9
i. A communication plan 9
ii. Recommended sequence of steps to get personnel trained 9
iii. Stakeholders on board (e.g., the vendor base, trucking companies, warehouse personnel) 9
References 10
Evolution of quality managementIntroduction
i. History of the quality management evolution
Total quality management was started by Naval Air Systems Command in an attempt to describe the Japanese-style management approach to improving quality. Before TQM, japan would produce products that were imitations of other products but after the inception of the same, they set new standards to the production process (Nederpelt, 2012). The rest of the world soon followed the steps of japan in their processes, product and organizational production factors. The quality management as we know it today was pioneered by some of the industrial developers such as Deming, Dodge and Romin. It is definition and application occurs in the analysis of quantitative and qualitative processes, processes and economic theories. When it started back in the mid age, the focus was all about the end product but nowadays, it has evolved to include the services offered (Littlefield & Roberts, 2012).
Quality management process basically involves four main components that need to be adhered to in order to make the process successful. They include the quality planning which is the first step and includes preparing the measuring standards and desired output quality. The other steps are the quality assurance and quality control which involves measuring the actual product and comparing it with the standards put in place. Quality improvement is the last stage and involves the reconciliation of the deviations in order to make the products and services to the desired level and in most cases, it involves rectifying the process to ensure that future items conform to the standards (Nederpelt, 2012).
ii. Why QM is needed
Custome ...
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
Product Development Capability Maturity Model PowerPoint Presentation SlidesSlideTeam
Enhance your audiences knowledge with this well researched complete deck. Showcase all the important features of the deck with perfect visuals. This deck comprises of total of twenty nine slides with each slide explained in detail. Each template comprises of professional diagrams and layouts. Our professional PowerPoint experts have also included icons, graphs and charts for your convenience. All you have to do is DOWNLOAD the deck. Make changes as per the requirement. Yes, these PPT slides are completely customizable. Edit the colour, text and font size. Add or delete the content from the slide. And leave your audience awestruck with the professionally designed Product Development Capability Maturity Model PowerPoint Presentation Slides complete deck. http://bit.ly/2UC37lA
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Connector Corner: Automate dynamic content and events by pushing a buttonDianaGray10
Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
Create a campaign using Mailchimp with merge tags/fields
Send an interactive Slack channel message (using buttons)
Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Generating a custom Ruby SDK for your web service or Rails API using Smithyg2nightmarescribd
Have you ever wanted a Ruby client API to communicate with your web service? Smithy is a protocol-agnostic language for defining services and SDKs. Smithy Ruby is an implementation of Smithy that generates a Ruby SDK using a Smithy model. In this talk, we will explore Smithy and Smithy Ruby to learn how to generate custom feature-rich SDKs that can communicate with any web service, such as a Rails JSON API.
2. 156
Computer Science & Information Technology (CS & IT)
prevention of delivery outage can be achieved through proactive identification of the risks
associated with delivery management, product quality and process adherence. Furthermore,
focusing on business excellence by business risk assessment along with management of client’s
expectation will help in reaching highest maturity.
2. AUDIT MATURITY MODEL (AMM)
Audit Maturity Model (AMM) framework will provide organizations with an assessment of the
maturity of audit and review processes / capabilities in the perspective of auditing capability,
along with recommendations for achieving higher levels of maturity. This will ensure assessment
of not only the basic hygiene factors but also of engagement maturity and business excellence.
At the bottom level, audit / review activities are informal, chaotic and adhoc. Reviews and audits
are carried out mainly on reactive basis to understand and correct burning project issues. Hence
success of the reviews and audits depends on the skill of the people conducting the reviews &
audits. There is no Software Quality Assurance (SQA) group defined to assess the audit process.
This level can be called as Level 1 initial. There is no formal auditing team to meet the basic
objective.
At level 2, localized standards of reviews and audits have been recognized, best practices for
different reviews and audits are identified and software quality assurance group formed to make it
more manageable. At this level, reviews and the audit activities are much more disciplined than
level 1 and meet all basic need by focusing on setting up of a standard / compliant process. At this
level, SQA Team exists and the objective of audits is to ensure verbatim compliance to meet all
basic hygiene. This type of audit can be called as Disciplined Audit, and are carried out by
members of the SQA group.
At the next level, the audit activities are completely standardized and consistent. Reviews and
audits are now much more compliant to many international standards. The audit function now
focuses on process maturity through repeatable results and increasing scope of audits. Sets of
well-defined and documented standard processes are established and the auditing activities are
now formal. The main objective of audits at this level is to ensure process maturity, and audits are
carried out by experienced members of the SQA group.
Level 4 is much more matured and now the focus of audits shifts to proactive risk identification to
ensure product quality and maturity. Delivery management with stable product quality and
process adherences are key aspects to prevent delivery outage at this level. Audits here are carried
out by senior members of the SQA team along with seasoned project and delivery managers.
At the level 5, there is a paradigm shift audits focus on business excellence rather than process
maturity or delivery maturity. Assessment of business risks in the area of Finance, Customer
Relations, Employee, Infrastructure, and Security are the main objective at this level. At this
level, audits are carried out by senior management team members.
3. Computer Science & Information Technology (CS & IT)
157
Fig. 1. Audit Maturity Model (AMM)
3. CHARACTERISTICS OF THE AUDIT MATURITY MODEL (AMM)
In Audit Maturity Model, lower levels of maturity form the basis of a higher maturity level.
Hence, it is not possible to achieve higher maturity level if a lower level is skipped. Hence
assessment of reviews / audit maturity can be achieved stage wise from level 2 to upwards.
Followings are few characteristics of Audit Maturity Model:
•
•
•
•
This audit model automatically helps to ensures process compliance. Organizations
assessed at CMMI level 2 or certified in ISO, AMM helps to ensure compliance to the
organization standard software process, thereby confirming basic hygiene.
At lower maturity level, basic risks are identified and mitigation actions are planned so
that the higher maturity level can focus on more vital aspects and identify more businesscritical risks.
Delivery management, product quality and process adherences risks are proactively
identified till maturity level 4 which help in enhancing execution maturity.
Maturity Level 5 reinforces client expectations by identifying and mitigating business
risks in the area of Finance, Customer Relations, Employee, Infrastructure, and Security.
4. IMPLEMENTATION APPROACH OF AUDIT MATURITY MODEL
(AMM)
The assessment of maturity reviews / audit activities is an examination of different goals defined
at different levels by a trained team of professionals using Audit Maturity Model framework as a
basis for determining strengths and weaknesses of an organization. This will help to identify gaps
at different levels in the framework. Weaknesses can be analyzed and proper action items can be
implemented to close the gaps and thus achieve maturity of a particular level, as also proceed to
higher maturity levels.
The relationship between the different audits to be conducted and focus area of Audit Maturity
Model (AMM) is demonstrated in the figure below. At the bottom of sharp end of V, there is no
formal audit or risk assessment. At the next level, the audit is called Discipline Audit to check
compliance of level 2 goals of focusing on process compliance and data quality. This can be done
through desktop audit by auditing, collecting and analyzing the data for projects of the
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organisation. In a mature organization, this can also be performed remotely by extracting
necessary data from defined tools. The risk of non-compliance of process and data quality needs
to be shared with the corresponding stakeholders to identify and implement further corrective and
preventive actions.
Fig. 2. Implementation Approach of Audit Maturity Model (AMM)
At the next level, different types of audit are executed like Process Audit which focuses on
process maturity, Work Product Audit which ensures quality of all deliverables; and finally
Delivery Audit which controls quality of the delivered product or services. These standard and
consistent audits can focus on quality of deliverables with process maturity by identifying risks of
product quality.
Once the focus has shifted completely from process compliance to process maturity, and quality
of deliverables are assured by level 2 and level 3 audit capability of AMM implementation, audits
now need to focus on product quality and maturity by identifying proactive risks of delivery
management. This Execution Maturity Audit includes product quality with delivery management
aspects to prevent delivery outage.
At the highest level, the objective is to identify and assess business risks associated with financial
performance, the relationship between various groups in the program / project, customer
relationship, staffing, infrastructure, business continuity and security, etc. through Engagement
Maturity Audit. At this level, execution maturity transforms to engagement maturity so as to
achieve business excellence. The Quality Assurance function aided by senior management must
also work proactively at this stage to align the vendors / suppliers, the organization and its
customers.
The audit function must identify the aforesaid risks proactively and escalate through defined path
to the stakeholders in coordination with project senior team members. The risks must be
identified and mitigated proactively before they affect the business or customer. Detailed audit
checklists can be made based on different goals and these can be used to dig to a granular level to
make the audits more stringent. The appraisal process also needs to be mature enough to produce
consistent results through these audits for elevating themselves to the next level.
When planning an audit of the AMM framework, the scope of the disciplines to be included needs
to be determined. Other considerations include whether the audit team will consist of members
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internal or external to the organization; individuals to be interviewed; and the type or class of
maturity necessary.
5. BENEFIT
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A Maturity Level rating assessment of quality assurance function in the perspective of
auditing capability will be available
Helps to comply with basic hygiene factor like ISO and CMMI once audit maturity level
2 is achieved
Findings that describe the strengths and weaknesses of organisation relative to the AMM
Consensus regarding the organization's key quality management area.
An appraisal database in quality assurance area that the organization can continue to use
to monitor quality assurance process improvement progress and to support future
appraisals
A proactive risk identification and mitigation for all projects of organisation in the area of
delivery management, process, product and business area
Engagement to execution level maturity of organization
Align the vendors / suppliers, the organization and its customers as part of a single to reap
maximum efficiencies and thus achieve business excellence
6. CHALLENGES
Followings are identified challenges to implement Audit Maturity Model (AMM) framework:
•
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The commitment from higher management (required for conducting level 5 audits) will
be a key challenge as they need to understand the maturity assessment value addition
based on their business objective.
Identifying each aspect of audit checklist for each level would be crucial as this is cost
effective in terms of technology, resource and training.
The level of manual expertise at the internal or external organization level would be
crucial.
Identified findings or risks logging will be a true challenge. Coordination and further risk
mitigation, in all levels, need to be synchronized to meet the business objective.
7. CONCLUSION
The Audit Maturity Model (AMM) and its implementation is a new concept in the area of quality
assurance to unveil maturity assessment at different levels. Here a lower maturity level forms the
basis of the next higher maturity level and hence it is not possible to achieve maturity of a higher
level if a lower level is skipped. Hence audit maturity can be achieved stage wise from level 2
upwards. This model strengthens the organization standard process compliance at level 2 with all
basic hygiene of process compliance and data quality. Level 3 focuses on process maturity and
quality of deliverables by unearthing risk of product quality. At the next level, delivery outage has
been prevented by proactive risk identification of delivery management area and finally, at the top
level, business risks in the area of finance, customer relations, employee, infrastructure, and
security. Based on the impact of business risks, varied levels of rigor are also implemented to
check aspects in bottom three levels. Hence, it is a synchronized pre-emptive method of
enrichment from a conventional to more business focused state. Proper mitigation of these risks
can ensure success of the project and ensures customer satisfaction. The benefits identified for
this framework far outweighs the challenges identified.
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De Sujoy is a consultant of Cognizant Technology Solutions having 8 years of
experience in various fields of Software Quality and Tool Implementation. Mr. De was
born in Bankura, India on 28th of July, 1981 and received his engineering degree
(Bachelor in Computer Science & Engineering) in the year 2004 from Burdwan
University, India, and Diploma in Business Administration in the year 2009 from Pune
University, India.
He has wide experience in various fields of software quality like Process definition & implementation,
process improvement and maintaining the Quality Management System. He has also experience in CMMI
Level 3 implementation, ISO 9001 framework and metrics definition. He has worked as a Configuration
Manager for the IT division of one of the largest private banks in Europe. He has experience in organization
wide implementation of process management applications for application development and maintenance
projects and has an in-depth understanding of SDLC concepts, continual improvements and high maturity
process areas. In his previous organization, he was instrumental in the organization's achieving the ISO
9001:2000 recertification and its preparation for ISO 140001 certification.