This document discusses high maturity process implementation and common pitfalls. It begins by outlining the agenda, which includes process performance models, sub-process control, managing process improvements, and typical misconceptions and pitfalls. It then discusses how process performance models are complex because reality is complex, and outlines simplifications commonly made. It also notes that outcomes of complex processes are difficult to intuitively predict. The document concludes by identifying common issues seen in implementing high maturity practices and what should be seen in future high maturity implementations to address these issues.
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practice...QAI
Deploying High Maturity Practices Globally by Kaliappan M(Head Quality, HP) presented at 1st International Colloquium on CMMI High Maturity Best Practices (HMBP 2010) held on May 21,2010 organized by QAI
Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation PerspectiveRajesh Naik
The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI. This presentation highlights the key changes expected in version 1.3 of the model and appraisal methodology.
CMMI High Maturity Best Practices HMBP 2010: Demystifying High Maturity Imple...QAI
Demystifying High Maturity Implementation Using Statistical Tools & Techniques
-Sreenivasa M. Gangadhara
Ajay Simha
Archana V. Kumar
(Honewell Technology Solutions Lab)
.
presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QAI
CMMI High Maturity Best Practices HMBP 2010: Deploying High Maturity Practice...QAI
Deploying High Maturity Practices Globally by Kaliappan M(Head Quality, HP) presented at 1st International Colloquium on CMMI High Maturity Best Practices (HMBP 2010) held on May 21,2010 organized by QAI
Changes in CMMI-DEV and SCAMPI-A v1.3 - An Implementation PerspectiveRajesh Naik
The new version of CMMI(r) has been released in 2010 followed by a new version of SCAMPI. This presentation highlights the key changes expected in version 1.3 of the model and appraisal methodology.
CMMI High Maturity Best Practices HMBP 2010: Demystifying High Maturity Imple...QAI
Demystifying High Maturity Implementation Using Statistical Tools & Techniques
-Sreenivasa M. Gangadhara
Ajay Simha
Archana V. Kumar
(Honewell Technology Solutions Lab)
.
presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QAI
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Unit4 Software Engineering Institute (SEI)’sCapability Maturity Model (CMM)...Reetesh Gupta
The organization
Does not have an established and documented environment for developing and maintaining software.
Haphazard activities by the members of the project team
No systematic project management process
At the time of crises, projects usually stop using all planned procedures and revert to coding and testing.
Adhoc Processes (No formal process)
Success, if any, depends on heroic actions of few members in the team - Individual dependent outcomes
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of the various processes. The definition of a lightweight Process is more difficult than it would first appear. This article outlines the foundations of a heavyweight process and describes the appropriate pieces that can be converted to lightweight.
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.
Establishing the performance measurement baseline (pmi northern utah)(v1)Glen Alleman
The Performance Measurement Baseline is a time phase, budgeted description of all the work on a project to produce the needed capabilities that fulfill the business case or accomplish the mission
This slide contains some ideas ans steps to get started for cmmi certification in your software company. no one can directly get cmmi certification, it will take a lots of time, i will upload step by step ppt for your complete help to initiate cmmi level
Complete mapping with CMMI v1.3 and Agile Scrum practices. Easy interpretation of cmmi practices and how to apply in agile scrum lifecycles. CMMI Development maturity level 3 practices are mapped with agile scrum. Simpler and quick reference guide for practioners.
Webinar Obiettivo CMMi. Introduzione ai Modelli CMMI, metodo SCAMPI e strumenti a supporto.
Intervento di Fernando Mandelli, CEO di Business Strategy
Mandelli fornisce una overview al miglioramento continuativo in termini di efficacia, efficenza e qualità, attraverso l'adozione dei modelli di riferimento CMMI-DEV v1.3, CMMI-SVC v1.3, CMMI-ACQ v1.3.
Viene inoltre presentato il metodo ufficiale SCAMPI, utilizzato per la valutazione dei processi delle organizzazioni e quale strumento per definire il rating.
Sono aperte le iscrizioni al corso "Il Modello CMMI, la sua implementazione, approccio allo SCAMPI e strumenti a supporto", il 19 aprile a Torino. Scrivi a marcella.arrabito@emerasoft.com o chiama lo 011.19879270.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.
It is in English.
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Unit4 Software Engineering Institute (SEI)’sCapability Maturity Model (CMM)...Reetesh Gupta
The organization
Does not have an established and documented environment for developing and maintaining software.
Haphazard activities by the members of the project team
No systematic project management process
At the time of crises, projects usually stop using all planned procedures and revert to coding and testing.
Adhoc Processes (No formal process)
Success, if any, depends on heroic actions of few members in the team - Individual dependent outcomes
Recent College of Performance Management Webinar on using Technical Performance to inform Earned Value Management. Six steps to building a credible Performance Measurement Baseline to connect the dots between all the elements of the program
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of the various processes. The definition of a lightweight Process is more difficult than it would first appear. This article outlines the foundations of a heavyweight process and describes the appropriate pieces that can be converted to lightweight.
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.
Establishing the performance measurement baseline (pmi northern utah)(v1)Glen Alleman
The Performance Measurement Baseline is a time phase, budgeted description of all the work on a project to produce the needed capabilities that fulfill the business case or accomplish the mission
This slide contains some ideas ans steps to get started for cmmi certification in your software company. no one can directly get cmmi certification, it will take a lots of time, i will upload step by step ppt for your complete help to initiate cmmi level
Complete mapping with CMMI v1.3 and Agile Scrum practices. Easy interpretation of cmmi practices and how to apply in agile scrum lifecycles. CMMI Development maturity level 3 practices are mapped with agile scrum. Simpler and quick reference guide for practioners.
Webinar Obiettivo CMMi. Introduzione ai Modelli CMMI, metodo SCAMPI e strumenti a supporto.
Intervento di Fernando Mandelli, CEO di Business Strategy
Mandelli fornisce una overview al miglioramento continuativo in termini di efficacia, efficenza e qualità, attraverso l'adozione dei modelli di riferimento CMMI-DEV v1.3, CMMI-SVC v1.3, CMMI-ACQ v1.3.
Viene inoltre presentato il metodo ufficiale SCAMPI, utilizzato per la valutazione dei processi delle organizzazioni e quale strumento per definire il rating.
Sono aperte le iscrizioni al corso "Il Modello CMMI, la sua implementazione, approccio allo SCAMPI e strumenti a supporto", il 19 aprile a Torino. Scrivi a marcella.arrabito@emerasoft.com o chiama lo 011.19879270.
CMMI Implementation with Digité EnterpriseDigite Inc
In an increasingly competitive world, software organizations must implement effective
processes to deliver useful and reliable software in time and within budget. IT organizations are
adapting CMMI models to help them streamline their software development activities. Digité
Enterprise platform has successfully supported corporate clients over the past two years to
manage more than a billion dollars worth of software projects. Digité Enterprise now supports
organizations implementing CMMI by providing support for CMMI process areas and key
practices implementation. To understand how Digité can help your organization in its CMMI
implementation roadmap, read on…
CMMI is a framework of best practices which is stand for Capability Maturity Model Integration. CMMI-DEV is the current version which describesthe best practices in measuring, managing and monitoring software development process.
CMMI High Maturity Best Practices HMBP 2010: Process Performance Models:Not N...QAI
Process Performance Models:Not Necessarily Complex -Himanshu Pandey and Nishu Lohia(Aricent Technologies) presented at
1st International Colloquium on CMMI High Maturity Best Practices held on May 21, 2010, organized by QAI
This presentation provides an easy to understand explanation of the concept of maturity that underlies all the CMMI® models, by using an analogy of a mature versus an immature person.
Applying Capability Maturity Model Integration (CMMI) for Your Company Proces...rhefner
Many organizations struggle with implementing process improvement. Senior managers set goals and timelines. Process groups develop improvement plans. Appraisals are held. But at a fundamental level, the engineers, project managers, and functional manager simply refuse to change their behaviors. The organization “goes through the motions”, but there is no visible progress, or simply rote adherence to process, not an embracing of mature practices. Most importantly, customers see no visible benefit. This presentation will:
> Clearly explain the business value behind the CMMI practices and its positive impact on project and organization performance, in terms of cost, schedule, quality and risk.
> Cover practical strategies and tactics for implementing the model to achieve these benefits.
> Provide ways to explain the benefits to your customer.
Keynote Presentation at CMMi and Scrum, Conference, Recife, 2008. The main message is that Scrum and CMMi are the same, but that they do have a different origin and require a different mindset.
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
The beginning of a checklist version of the CMMI guidelines. If you would like the original Excel version let me know, and let SlideShare know they need to support Excel files.
The Book details on how to approach CMMI Implementation in an organization. It details out the various phases involved in CMMI Implementation and how to plan and execute them. It details on various aspects which we tend to overlook in CMMI Implementation.
Who Should Read?
• Organization looking forward to implement CMMI
• Top Management person, trying to understand how to go about
• SEPG, Program manager and Process Quality members
• Anyone who is interested in understanding the Implementation of CMMI
Why to Read?
• To get complete End to End understanding on CMMI Implementation Lifecycle
• Plan your budget, effort and resources for the program
• Set your expectations clear on CMMI Implementation
• Be aware of the different aspects in Implementation
How it’s different:
• Written from practitioners’ point of view
• Communicates the reality in practical implementation
Word of Caution:
• The book contains only samples and typical examples and they are not comprehensive and to be verified and validated on a particular context for applicability
In business it is all about measurement. If something can’t be measured it is deemed unimportant or relegated to “cost” status. Anything put in the “cost” bucket has no chance to grow or prosper, especially in the current economic climate. For the Business Analyst position to grow in respect and requirement within a business, measurement tools must be established.
Currently, there are no generally accepted standards for measuring the success for failure of a BA. In this web seminar we will discuss what measurement tools could be established and what tools organizations are currently using “out in the wild” to measure their BA performance. The goal is to give you a concert idea on how to start developing a BA measurement solution to validate you or your team’s success and worth. The ultimate goal is to push the IIBA to drive the development of generally accepted measuring tools for the BA position.
You will learn:
·Reasons why measurement in business is important
·Why it is critical the BA role doesn’t get lumped into the “cost” bucket
·Potential tools for measuring BA performance
·Options that other organizations are currently using in the wild
·Ideas on how to start implementing a measurement solution
·Importance of IIBA support in driving measurement standards
Lean Kanban India 2017 | Case study - Hybrid Agile Implementation Model to En...LeanKanbanIndia
Session Title: Case study - Hybrid Agile Implementation Model to Enable Enterprise Agility in 9 months (with focus on Kanban and Flow Management)
Session Overview: In this session we will present a detailed case study of implementing agile @ scale in a unique way to enable business agility in a large software product group of ~1500 people that develops large integrated enterprise product. Our model has great amount of focus on Kanban and Flow management – from teams to program to portfolio. The unique hybrid implementation model was developed to handle challenges as: dependencies across various product groups while some working in agile and some not; coaching limitation that do not allow to coach all the groups at once; legacy product (~ 15 years) with veteran managers (culture and support); distributed development (5 locations in India) and last, high business pressure to respond fast to changes. In 9 months with team of 5 agile coaches we achieved most of our business goals (feature cycle time reduced by 50%, time to market by 60%, throughput by 30% and dramatic improvement in quality). In our session we will describe our hybrid approach in implementing agile in scale for fast results.
The recent revolution in software development, including agile / iterative development, cloud computing, continuous integration, and many more, opened new opportunities for performance testing and affected its role in performance engineering. For example, early and continuous performance testing is becoming the new norm. However, performance testing in general and specific performance testing techniques should be considered in full context: including environments, products, teams, issues, goals, budgets, timeframes, risks, etc. The question is not what technique is better, the question is what technique (or what combination of techniques) to use in particular case (or, in more traditional wording, what should be performance testing strategy).
Drastic changes in the industry in recent years significantly expanded the performance testing horizon: agile development and cloud computing probably the most. Basically, instead on single way of doing performance testing (and all other were considered rather exotic), we have a full spectrum of different tests which can be done at different moments; so deciding what and when to test became a very non-trivial task heavily depending on the context. We need to create and run different tests mitigating different performance risks.
So the art of performance engineering is to find out the best strategy of combining different performance tests and other approaches to mitigate performance risks to optimize risk mitigation / costs ratio for, of course, the specific context.
This session will provide you the insights of understanding various types of performance risks, which test techniques and practices to use in a specific context to measure and evaluate system performance, and how to interpret the data derived from these tests in order to drive performance engineering excellence.
Performance is a critical factor for success of any packaged application implementations. The presentation discusses performance assurance for packaged applications on example of Oracle Enterprise Performance Management. While details are related to this particular set of applications, many approaches discussed would be applicable to most packaged applications. The presentation will discuss a holistic performance assurance approach, top-down approach to performance troubleshooting, potential performance issues and ways to address them.
Six Sigma Predictive Decision Engine to provide a real time view of a process using statistical process control methodologies to look at changes to product quality and process variations and the real time impact such changes/variations may have on cost and revenue
Michael treasure white paper presentation proposed project for sponsorshipMichael Treasure
Six Sigma Predictive Decision Engine to provide a real time view of a process using statistical process control methodologies to look at changes to product quality and process variations and the real time impact such changes/variations may have on cost and revenue
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CMMI - High Maturity Misconceptions and Pitfalls
1. Page 1
High Maturity Implementation:
Pitfalls and Misconceptions
At CSI-SPIN (Mumbai), Sept 27, 2010
Rajesh Naik
QAI India Ltd
2. Page 2
Agenda
• Process Performance Models
• Sub-Process Control
• Managing Process Improvements
• Typical misconceptions and pitfalls
3. Page 3
Source: How Does High Maturity Benefit the Customer? – Rick Hefner, Northrop Grumman
CMMI® Levels
4. Page 4
Source: SEI Webinar A Mini Tutorial for Building CMMI Process Performance Models – Stoddard, Schaaff, Young & Zubrow
5. Page 5
PPMs are complex
- because reality is complex
• I want to go from my residence to my friend’s place
• I have many options (have you heard - we don’t have
options?)
• With a little thought we can come up with options – all
seem valid
Taxi
Bus Auto
terminus
Bus Bus
Auto Bus
My
House
Friend’s
House
6. Page 6
• There are combination of resources that I would
like to optimize
– Energy level (physical, emotional) [Quality]
– Money [Cost/ effort]
– Elapsed time [Schedule]
(some may be more important than others, some may
start pinching when they cross a threshold)
• I may also have constraints on some of the
resources (e.g., I can spend a max of 3 hours
elapsed time; or I don’t want to spend more than
Rs 500 on the journey)
PPMs are complex
- because reality is complex (contd.)
7. Page 7
PPMs are complex
- because reality is complex (contd.)
• Each step of the journey (each process) would
consume (or sometimes add back) some of the
resources
From To Mode Energy Money Time
My Res Friend's Res Taxi 0.5 unit 400 Rs 1 hour
My Res Terminus Bus 1.0 unit 50 Rs 1 hour
My Res Terminus Auto 1.0 unit 120 Rs 45 mins
Terminus Friend's Res Bus 1.0 unit 50 Rs 1 hour
Terminus Friend's Res Auto 1.0 unit 120 Rs 45 mins
What is the simplification in the above table?
8. Page 8
PPMs are complex
- because reality is complex (contd.)
• Many simplifications, significant enough to
make a difference in the choices made
1. Not taking into account wait times to get the
transport
2. Assuming that all values are invariant, fixed and
deterministic
• Look at the table in the previous slide and
examine whether the above two factors could
have a significant impact on your choice
9. Page 9
Outcome of Complex Process is
difficult to predict intuitively
Source: SEI Webinar A Mini Tutorial for Building CMMI Process Performance Models – Stoddard, Schaaff, Young & Zubrow
10. Page 10Source: SEI Webinar A Mini Tutorial for Building CMMI Process Performance Models – Stoddard, Schaaff, Young & Zubrow
Outcome of Complex Process is
difficult to predict intuitively
11. Page 11Source: SEI Webinar A Mini Tutorial for Building CMMI Process Performance Models – Stoddard, Schaaff, Young & Zubrow
Outcome of Complex Process is
difficult to predict intuitively
12. Page 12
Source: SEI Webinar A Mini Tutorial for Building CMMI Process Performance Models – Stoddard, Schaaff, Young & Zubrow
13. Page 13
Issues seen in PPM Implementation
• PPMs used only as forecasting tools
• “We do not have ANY choices”
• PPMs used for a single parameter – assumption
is that we have unlimited other resources
• PPMs used in a stand alone manner – one for
defect prediction, one for effort, one for schedule
– in reality every choice potentially impacts all three
simultaneously (everything is interdependent)
14. Page 14
Issues seen in PPM Implementation
(contd.)
• Separate, unrelated PPMs used in each phase
– ignoring the fact that phases depend on each other
(defect density found may be dependent on the defect
density present)
• Variation of processes and sub-processes not
taken into account
• Skill of people/ team not considered in the PPM
as a factor that impacts cost, schedule, defects
• Ignoring the process tailoring done while
evaluating PPMs
• Not re-evaluating the process composition after
some progress in the project
15. Page 15
Issues seen in PPM Implementation
(contd.)
• Assuming “normal” (symmetric) distribution – no
real phenomena with human beings has a
“normal” distribution – only gambling situations
and computer games have a normal distribution
16. Page 16
Issues seen in PPM Implementation
(contd.)
• Assuming that changing the values of some
process parameters will change process
behavior (without actually changing the process).
Here is a classic one – if we increase the review
effort, we will find more defects.
– if you don’t change the review process, why will it take
more effort?
• Underlying data in PPMs not based on true
process/ sub-process performance baselines
• PPMs trying to optimize “Schedule Variance”
and “Effort Variance”
– (Thankfully, we don’t try to optimize “defect variance”)
17. Page 17
Sub-Process Control
• Choosing sub-processes and parameter to
control
– High contribution to the overall project for one or more
parameters (effort, schedule, quality)
– High contribution to the variation in the overall project
for one or more parameters (effort, schedule, quality)
– The sub-process and parameters are appropriate for
statistical process control
• You have control on the parameter - you can
change something in the process
• Statistical tool – SPC charts
18. Page 18
Issues seen in Sub-process Control
Implementation
• Confusing “sub-process” with “parameter”
– We are controlling “schedule variance” sub-process
• Sub-process at a very high level (not really a
sub-process, but an aggregate)
• Trying to control output, instead of the
controllable input/ process
– You only monitor the output
– But you can control the inputs and the process
– E.g.,
• You cannot control your weight (output)
• But you can control your diet and exercise
19. Page 19
Issues seen in Sub-process Control
Implementation (contd.)
• Data that is used is not actually from the
same sub-process. E.g.,
– speed of running is plotted – but from races of
different distances (100 meters to marathon)
– Coding productivity from programs of different
sizes and complexity
– Coding productivity - taken from the
performance of people with different skill
levels
20. Page 20
Issues seen in Sub-process Control
Implementation (contd.)
• Accepting huge variation (wide range of process
control limits) – because all data points follow
the rules of process stability (missing the woods
for the trees)
• Using an arbitrary sequence in the control chart
(e.g., should we sequence by start date, or end
date?)
• Ignoring the fact that points with a large base
have a smaller variation by its very nature
21. Page 21
Issues seen in Sub-process Control
Implementation (contd.)
• Discarding “outliers”, till all remaining data
points show stability of the sub-process
• Using baseline control limits, without
qualitatively determining that the sub-
process continues to be the same
• Ignoring the phenomenon that
measurement and focus has an impact on
the stability
22. Page 22
Managing Process Improvements
OID & CAR
• Involves
– Specifying improvement objectives
– Identifying processes/ sub-process to be
improved
– Piloting proposed process improvements
– Checking the impact; refining the
improvement
– Deploying the change
– Measuring the impact (after large scale
deployment)
23. Page 23
Issues seen in Process Improvement
Implementation
• Drawing cause-effect relationship from
correlation (higher the review effort -> higher
defects found)
• Measuring the improvement in just one
parameter (defects found) while ignoring the
impact on other parameters (effort, schedule)
• Not trying to ensure that conditions for “before”
and “after” are same (except for the change that
is being tried)
– Is the skill level the same
– Is the input the same?
24. Page 24
Issues seen in Process Improvement
Implementation (contd.)
• Taking an isolated view of the
improvement (not looking downstream)
• Ignoring the impact of measurement and
attention that is being focused on the
improvement
– Not checking over long durations
• Not setting the right hypotheses for
testing; and not using the right tool for
testing the hypotheses
25. Page 25
Issues seen in Process Improvement
Implementation (contd.)
• Assuming that changing a quantitative
parameter will bring about the
improvement (without changing the input
or process. E.g.,
– If we increase the test effort then more
defects will be found (but if we use the same
test process, how can we fruitfully utilize the
increased test effort?)
26. Page 26
What we should see in future
High Maturity Implementations
• More comprehensive / holistic analysis
• Models should be factoring in important
“soft” influencers
– Skills/ Cross-skills (IPPD?)
– Team work/ gelled teams (IPPD?)
– Impact of empowerment (IPPD?)
– Impact of measurement
– Impact of management focus
28. Page 28
Thank You
Rajesh Naik
Consulting Partner
QAI India Limited
Email
rajesh.naik@qaiglobal.com
OR
naik.rajeshnaik@gmail.com
Mobile
+91 9845488767
Rajesh Naik
Founding Partner
QAI India Limited
Email
naik.rajeshnaik@gmail.com
Mobile
+91 9845488767
Website
www.rajeshnaik.com
Also, have a look at the latest “business novel”:
Aligning Ferret: How an Organization Meets
Extraordinary Challenges
By Swapna Kishore & Rajesh Naik
Available at Amazon:
http://www.amazon.com/dp/B00CZA94XC