Prashanth D has over 7 years of experience in operations and mortgage documentation at Australia New Zealand Banking Group in Bangalore, where he has taken on roles as a team leader, production lead, and senior analyst. He is certified in customer service and operations management and has received numerous awards for his performance and achievements at ANZ. His experience includes managing teams, meeting SLAs, quality management, process improvement, and transitioning new processes.
When it comes to software testing, a “fresh pair of eyes” goes a long way to helping uncover defects in functionality. Developers do their best to test their code and the application during development, but given their close familiarity with the product, they tend to make assumptions and accept quirks that an end user would not. This tends to be true of internal testing teams as well who are often more intimately involved in the development lifecycle or perform multiple roles on the development team. Our independent software testers can not only provide you with a clean, objective approach to testing, but they will also apply testing methodologies that your internal development team does not. The result? Well-described defects your developers will use to perfect your software, website, or mobile application.
QAT Global’s testing practice has been providing testing and verification services to customers using our software development services and independently for years now. The team is here to provide you with testing analysis, design, development, and execution services. Our professional software test engineers have decades of cumulative experience in designing and developing complex application software, test software, and test systems. When QAT Global teams plan a testing project for you, our engineers work hard to integrate with your existing development and test team – becoming part of the project, not just an external testing or software resource.
Standard work processes define the most efficient way to perform tasks and reduce errors. They establish critical elements for each job, reduce cycle times, and ensure quality checks are followed. Standardizing work through manuals and formats generates the highest quality work in the safest and most efficient manner. The document outlines implementing standard work manuals and formats across departments in a company to improve planning, accounting, stores, finance, and other operations.
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...André Faria Gomes
Agile continuous flow (Kanban) methods aren’t only for Operations and Support anymore -- Product Development teams now use them for strategic, date-sensitive initiatives to achieve faster time to market. Proceed with caution! Simply throwing away timeboxes can be dangerous.
We took the journey from a timeboxed to a continuous flow software delivery model. We brought along a large tribe of developers, testers, product owners, dev-ops people, UX designers, and stakeholders. We got lost a few times on the way, but we did find our destination.
The document discusses lean software testing approaches to increase customer value and reduce execution cycle times. It describes implementing a lean mindset to optimize workflow and remove impediments to reduce production to release cycles from 15 to 10 months. This includes empowering teams, using risk-based and impact-based testing strategies, focusing on areas with the most changes, and creating dashboards to provide visibility. The goal is to improve defect removal efficiency to over 90% and reduce regression cycle times by 50% through these lean testing approaches.
This document provides an overview of Agile project management. It discusses the key differences between Waterfall and Agile approaches. The Agile Manifesto values individuals, interactions, working software, and customer collaboration over processes, tools, documentation, and following a plan. Scrum is presented as a common Agile method, with roles like the Product Owner, Scrum Master, and self-organizing team. The document outlines the Scrum process of prioritizing a product backlog, having sprints to work on high priority items, and daily stand-ups to track progress. It notes that Agile results in incremental releases through frequent sprints and reviews.
This document discusses key aspects of project management including:
- A project is a temporary endeavor to create a unique product or service.
- Projects go through various phases from initiation to execution to transfer.
- All projects must undergo a rigorous selection process to ensure they are strategic and aligned with organizational goals.
- The four main constraints of a project are cost, time, quality, and scope. Successfully managing these constraints is important for project success.
Amy Friend- From Epic to Short Story: A Process to Reduce Cycle TimesAmy S. Friend
Amy S Friend for STC Spectrum Conference. Reduce the time it takes to do work by analyzing the process and eliminating non-value added time. Cycle time improvement can be applied to business processes to gain results similar to manufacturing.
Prashanth D has over 7 years of experience in operations and mortgage documentation at Australia New Zealand Banking Group in Bangalore, where he has taken on roles as a team leader, production lead, and senior analyst. He is certified in customer service and operations management and has received numerous awards for his performance and achievements at ANZ. His experience includes managing teams, meeting SLAs, quality management, process improvement, and transitioning new processes.
When it comes to software testing, a “fresh pair of eyes” goes a long way to helping uncover defects in functionality. Developers do their best to test their code and the application during development, but given their close familiarity with the product, they tend to make assumptions and accept quirks that an end user would not. This tends to be true of internal testing teams as well who are often more intimately involved in the development lifecycle or perform multiple roles on the development team. Our independent software testers can not only provide you with a clean, objective approach to testing, but they will also apply testing methodologies that your internal development team does not. The result? Well-described defects your developers will use to perfect your software, website, or mobile application.
QAT Global’s testing practice has been providing testing and verification services to customers using our software development services and independently for years now. The team is here to provide you with testing analysis, design, development, and execution services. Our professional software test engineers have decades of cumulative experience in designing and developing complex application software, test software, and test systems. When QAT Global teams plan a testing project for you, our engineers work hard to integrate with your existing development and test team – becoming part of the project, not just an external testing or software resource.
Standard work processes define the most efficient way to perform tasks and reduce errors. They establish critical elements for each job, reduce cycle times, and ensure quality checks are followed. Standardizing work through manuals and formats generates the highest quality work in the safest and most efficient manner. The document outlines implementing standard work manuals and formats across departments in a company to improve planning, accounting, stores, finance, and other operations.
Transitioning from Timeboxes to Continuous Product Delivery (by Steve Stolt a...André Faria Gomes
Agile continuous flow (Kanban) methods aren’t only for Operations and Support anymore -- Product Development teams now use them for strategic, date-sensitive initiatives to achieve faster time to market. Proceed with caution! Simply throwing away timeboxes can be dangerous.
We took the journey from a timeboxed to a continuous flow software delivery model. We brought along a large tribe of developers, testers, product owners, dev-ops people, UX designers, and stakeholders. We got lost a few times on the way, but we did find our destination.
The document discusses lean software testing approaches to increase customer value and reduce execution cycle times. It describes implementing a lean mindset to optimize workflow and remove impediments to reduce production to release cycles from 15 to 10 months. This includes empowering teams, using risk-based and impact-based testing strategies, focusing on areas with the most changes, and creating dashboards to provide visibility. The goal is to improve defect removal efficiency to over 90% and reduce regression cycle times by 50% through these lean testing approaches.
This document provides an overview of Agile project management. It discusses the key differences between Waterfall and Agile approaches. The Agile Manifesto values individuals, interactions, working software, and customer collaboration over processes, tools, documentation, and following a plan. Scrum is presented as a common Agile method, with roles like the Product Owner, Scrum Master, and self-organizing team. The document outlines the Scrum process of prioritizing a product backlog, having sprints to work on high priority items, and daily stand-ups to track progress. It notes that Agile results in incremental releases through frequent sprints and reviews.
This document discusses key aspects of project management including:
- A project is a temporary endeavor to create a unique product or service.
- Projects go through various phases from initiation to execution to transfer.
- All projects must undergo a rigorous selection process to ensure they are strategic and aligned with organizational goals.
- The four main constraints of a project are cost, time, quality, and scope. Successfully managing these constraints is important for project success.
Amy Friend- From Epic to Short Story: A Process to Reduce Cycle TimesAmy S. Friend
Amy S Friend for STC Spectrum Conference. Reduce the time it takes to do work by analyzing the process and eliminating non-value added time. Cycle time improvement can be applied to business processes to gain results similar to manufacturing.
1) The document provides an agenda for a quality assurance and engagement program for a retail insurance company. It includes introductions, quizzes, organizational charts, definitions of quality, quality vision, structure, and terms.
2) It defines quality assurance as a formal management system to strengthen an organization by setting standards and expectations for performance, self-assessment, action planning, implementation, and review.
3) It discusses measuring process quality through non-fatal and fatal errors, and defines key terms like DPO, DPU, accuracy, and what a Quality Standard Document (QSD) is for clearly defining measurable standards for any process.
This document outlines Jeff Sing's approach to establishing a quality roadmap through quarterly service delivery reviews. It discusses collecting the right data to understand quality trends, showcasing data during reviews to facilitate discussions, and iterating on initiatives based on review outcomes. The goal is to use a data-driven approach and collaborative discussions to continuously measure and improve how well an organization fulfills its customers' needs.
To truly achieve IT delivery assurance, companies must empower program managers and delivery managers with a dedicated tool for introducing orchestrated, end-to-end control of the delivery process and visibility into project statuses, delivery progress and software quality across the entire organization.
For years, project management offices have gotten by with their project portfolio management (PPM) tools. However, times are changing and in the increasingly software-driven business world, these tools just aren’t enough to handle the demands being put on delivery managers.
- The document discusses Kanban and how it can be used to improve efficiency and flow. It addresses two types of efficiency: resource efficiency and flow efficiency.
- Kanban practices like visualizing workflow, limiting work in progress, managing flow, making policies explicit, and implementing feedback loops are presented as ways to improve both types of efficiency. Continuous improvement is emphasized.
- Successful Kanban implementation can lead to benefits like higher predictability, engagement, quality and speed while reducing defects, waste and cycle times. Kanban is presented as a way to evolve an organization and achieve business goals through evolutionary change.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
This document discusses assessments in Resolver software. It provides guiding principles for assessments, including collaborative sharing of data and templates, staying up to date with new information, focusing on important data, leveraging related data, enabling cross-organizational analysis, and preparing for the future with predictive analytics. Examples of assessments in different organizations, locations, and time periods are also shown.
This document discusses Quality Driven Development (QDD), an approach where quality is a dynamic and conditional subset of attributes driven by business value. It emphasizes building the right product through general team responsibility for quality assurance reflected in daily development practices. Verification and automated testing are used to ensure work meets requirements, while exploration testing validates if the right software was built. Quality assurance practices are incorporated to increase confidence and reduce risks and testing needs.
The document discusses estimation strategies for software development projects. It begins by outlining the risks clients face when relying on estimates, such as wanting to control costs and meet deadlines. Low estimates can lead to low quality work. The document recommends using agile methods like sprints and continuous delivery to manage risks. It provides best practices for estimation, such as splitting tasks, tracking time spent, and involving the whole team. Deadlines are often missed because of inaccurate estimates and other unpredictable factors. Adopting agile methods like Scrum and Kanban can help set realistic expectations and deliver value incrementally.
This document outlines the roles and responsibilities of building a world-class back office for a technology services organization. It discusses quality management, reporting and metrics, process and procedures, disaster recovery/business continuity planning, workforce management, training, new business integration, and knowledge management as key components. Metrics and tools used to measure performance are also presented, such as agent scorecards, ticket quality audits, customer satisfaction surveys, and various reports.
Advanced Product Quality Planning (APQP) is a structured approach to product and process development that aims to ensure suppliers understand customer requirements and are able to meet them. It involves 5 phases - planning and defining the program, product design and development, process design and development, product and process validation, and feedback and assessment. The key goals of APQP are up-front quality planning, satisfying the customer, and supporting continual improvement. Common roadblocks to effective APQP implementation include a lack of management commitment, unclear responsibilities, and insufficient resources or knowledge.
Should a QA and BA partner in requirements analysis?Archana B
This document discusses the role of a quality assurance (QA) professional in requirements analysis and elicitation alongside the business analyst (BA). It argues that the QA can be the BA's "partner in crime" by using their domain knowledge to evaluate options, provide feedback on what may break, and help uncover implicit requirements. Both the BA and QA work together to ensure requirements are correct, complete, feasible, testable, unambiguous, consistent, and meet functional and non-functional needs by analyzing requirements end-to-end and measuring success through user testing and defect tracking.
The document discusses daily planning through a system of check points and control points. It provides an example of how these can be implemented across levels in a stores department. At the highest level (HOD), check points are defined to monitor critical aspects weekly. These become control points at lower levels, with more frequent daily or hourly monitoring. This links the levels and priorities, driving aligned work through clear measurements from senior to junior staff. Implementing a system of check points and control points can help plan and prioritize work effectively.
Quality Management - Guidelines for realizing financial and economic benefitsGovind Ramu
Presentation summary
Quality Management System (QMS) is often misperceived as a paperwork exercise done to ensure the organization has an ISO 9001 certificate hanging on the wall. Perhaps, a contractual obligation. This misperception often results in quality management professionals becoming an easy target for headcount reduction. This shortsighted cost cutting blurs the long-term vision of achieving a sustainable and more resilient organization.
Quality professionals often don’t do a great job of making top management and other interested parties aware of everything quality management encompasses and why it’s important to understand a holistic approach to achieving quality. As a result, top management often sees quality as a transactional activity, not a strategic advantage.
This interactive session will focus on presenting ideas for realizing financial and economic benefits from the quality management system implementation. Effective QMS is "quietly saving" in every area of the organization. These implicit savings aren’t publicized to the organization because they aren’t obvious. I will discuss these savings and receive inputs from the participants. I will also discuss how quality management system is tied to organization's bottom line, innovation and growth.
This document summarizes an executive development presentation about using metrics to improve organizational performance. It discusses:
1) How establishing measurable goals and tracking activities through a "metrics model" can help fill positions more quickly and improve other human resources processes.
2) Examples of metrics that could be used to track the employment cycle, benefits administration, training programs, and customer service.
3) The importance of setting metrics to measure what is important, documenting service cycles, identifying gaps, and using metrics to improve performance and customer satisfaction.
This document discusses Total Quality Management (TQM). It provides an overview of key TQM concepts like customer focus, continuous improvement, and empowering all employees. It also examines standards and models that support TQM implementation, such as the PDCA cycle, ISO 9000, Baldrige criteria, and EFQM Excellence Model. Common elements of quality awards are identified, which recognize organizations that successfully adopt TQM principles.
Using Business Intelligence to Drive Recruiter Performancemcleland
The document discusses how businesses can use business intelligence to drive recruiting performance. Specifically, it discusses how analyzing metrics and data about recruiter performance, account success factors, and job order trends can help establish benchmarks, reinforce expectations, identify areas for improvement, and ultimately increase recruiting performance. The key aspects discussed are using data to establish benchmarks for recruiter performance, understand priorities and measures of success for different accounts, analyze job order volume and quality trends to identify areas for improvement, and selecting improvements to focus on that are relevant, measurable, and aligned with priorities.
1) The document provides an agenda for a quality assurance and engagement program for a retail insurance company. It includes introductions, quizzes, organizational charts, definitions of quality, quality vision, structure, and terms.
2) It defines quality assurance as a formal management system to strengthen an organization by setting standards and expectations for performance, self-assessment, action planning, implementation, and review.
3) It discusses measuring process quality through non-fatal and fatal errors, and defines key terms like DPO, DPU, accuracy, and what a Quality Standard Document (QSD) is for clearly defining measurable standards for any process.
This document outlines Jeff Sing's approach to establishing a quality roadmap through quarterly service delivery reviews. It discusses collecting the right data to understand quality trends, showcasing data during reviews to facilitate discussions, and iterating on initiatives based on review outcomes. The goal is to use a data-driven approach and collaborative discussions to continuously measure and improve how well an organization fulfills its customers' needs.
To truly achieve IT delivery assurance, companies must empower program managers and delivery managers with a dedicated tool for introducing orchestrated, end-to-end control of the delivery process and visibility into project statuses, delivery progress and software quality across the entire organization.
For years, project management offices have gotten by with their project portfolio management (PPM) tools. However, times are changing and in the increasingly software-driven business world, these tools just aren’t enough to handle the demands being put on delivery managers.
- The document discusses Kanban and how it can be used to improve efficiency and flow. It addresses two types of efficiency: resource efficiency and flow efficiency.
- Kanban practices like visualizing workflow, limiting work in progress, managing flow, making policies explicit, and implementing feedback loops are presented as ways to improve both types of efficiency. Continuous improvement is emphasized.
- Successful Kanban implementation can lead to benefits like higher predictability, engagement, quality and speed while reducing defects, waste and cycle times. Kanban is presented as a way to evolve an organization and achieve business goals through evolutionary change.
How to measure the outcome of agile transformationRahul Sudame
This presentation covers details on how we can measure that Agile Transformation is providing the intended outcome or not. I presents a research & survey which tries to understand how different people measure value of Agile Transformation
This document discusses assessments in Resolver software. It provides guiding principles for assessments, including collaborative sharing of data and templates, staying up to date with new information, focusing on important data, leveraging related data, enabling cross-organizational analysis, and preparing for the future with predictive analytics. Examples of assessments in different organizations, locations, and time periods are also shown.
This document discusses Quality Driven Development (QDD), an approach where quality is a dynamic and conditional subset of attributes driven by business value. It emphasizes building the right product through general team responsibility for quality assurance reflected in daily development practices. Verification and automated testing are used to ensure work meets requirements, while exploration testing validates if the right software was built. Quality assurance practices are incorporated to increase confidence and reduce risks and testing needs.
The document discusses estimation strategies for software development projects. It begins by outlining the risks clients face when relying on estimates, such as wanting to control costs and meet deadlines. Low estimates can lead to low quality work. The document recommends using agile methods like sprints and continuous delivery to manage risks. It provides best practices for estimation, such as splitting tasks, tracking time spent, and involving the whole team. Deadlines are often missed because of inaccurate estimates and other unpredictable factors. Adopting agile methods like Scrum and Kanban can help set realistic expectations and deliver value incrementally.
This document outlines the roles and responsibilities of building a world-class back office for a technology services organization. It discusses quality management, reporting and metrics, process and procedures, disaster recovery/business continuity planning, workforce management, training, new business integration, and knowledge management as key components. Metrics and tools used to measure performance are also presented, such as agent scorecards, ticket quality audits, customer satisfaction surveys, and various reports.
Advanced Product Quality Planning (APQP) is a structured approach to product and process development that aims to ensure suppliers understand customer requirements and are able to meet them. It involves 5 phases - planning and defining the program, product design and development, process design and development, product and process validation, and feedback and assessment. The key goals of APQP are up-front quality planning, satisfying the customer, and supporting continual improvement. Common roadblocks to effective APQP implementation include a lack of management commitment, unclear responsibilities, and insufficient resources or knowledge.
Should a QA and BA partner in requirements analysis?Archana B
This document discusses the role of a quality assurance (QA) professional in requirements analysis and elicitation alongside the business analyst (BA). It argues that the QA can be the BA's "partner in crime" by using their domain knowledge to evaluate options, provide feedback on what may break, and help uncover implicit requirements. Both the BA and QA work together to ensure requirements are correct, complete, feasible, testable, unambiguous, consistent, and meet functional and non-functional needs by analyzing requirements end-to-end and measuring success through user testing and defect tracking.
The document discusses daily planning through a system of check points and control points. It provides an example of how these can be implemented across levels in a stores department. At the highest level (HOD), check points are defined to monitor critical aspects weekly. These become control points at lower levels, with more frequent daily or hourly monitoring. This links the levels and priorities, driving aligned work through clear measurements from senior to junior staff. Implementing a system of check points and control points can help plan and prioritize work effectively.
Quality Management - Guidelines for realizing financial and economic benefitsGovind Ramu
Presentation summary
Quality Management System (QMS) is often misperceived as a paperwork exercise done to ensure the organization has an ISO 9001 certificate hanging on the wall. Perhaps, a contractual obligation. This misperception often results in quality management professionals becoming an easy target for headcount reduction. This shortsighted cost cutting blurs the long-term vision of achieving a sustainable and more resilient organization.
Quality professionals often don’t do a great job of making top management and other interested parties aware of everything quality management encompasses and why it’s important to understand a holistic approach to achieving quality. As a result, top management often sees quality as a transactional activity, not a strategic advantage.
This interactive session will focus on presenting ideas for realizing financial and economic benefits from the quality management system implementation. Effective QMS is "quietly saving" in every area of the organization. These implicit savings aren’t publicized to the organization because they aren’t obvious. I will discuss these savings and receive inputs from the participants. I will also discuss how quality management system is tied to organization's bottom line, innovation and growth.
This document summarizes an executive development presentation about using metrics to improve organizational performance. It discusses:
1) How establishing measurable goals and tracking activities through a "metrics model" can help fill positions more quickly and improve other human resources processes.
2) Examples of metrics that could be used to track the employment cycle, benefits administration, training programs, and customer service.
3) The importance of setting metrics to measure what is important, documenting service cycles, identifying gaps, and using metrics to improve performance and customer satisfaction.
This document discusses Total Quality Management (TQM). It provides an overview of key TQM concepts like customer focus, continuous improvement, and empowering all employees. It also examines standards and models that support TQM implementation, such as the PDCA cycle, ISO 9000, Baldrige criteria, and EFQM Excellence Model. Common elements of quality awards are identified, which recognize organizations that successfully adopt TQM principles.
Using Business Intelligence to Drive Recruiter Performancemcleland
The document discusses how businesses can use business intelligence to drive recruiting performance. Specifically, it discusses how analyzing metrics and data about recruiter performance, account success factors, and job order trends can help establish benchmarks, reinforce expectations, identify areas for improvement, and ultimately increase recruiting performance. The key aspects discussed are using data to establish benchmarks for recruiter performance, understand priorities and measures of success for different accounts, analyze job order volume and quality trends to identify areas for improvement, and selecting improvements to focus on that are relevant, measurable, and aligned with priorities.
2. Prepared & Presented By : Naveed Ramzan
Agenda
● What is Quality ?
● Why we need it ?
● How we can improve quality ?
● Rule of Thumb
3. Prepared & Presented By : Naveed Ramzan
Lets Recap
● What is a project ?
- Group of Inter-related tasks
- Have start/finish date
4. Prepared & Presented By : Naveed Ramzan
Lets Recap
● What is a task ?
Group of Inter-related activities
5. Prepared & Presented By : Naveed Ramzan
Lets Recap
● What is an activity ?
Group of Inter-related
sub-activities or action
6. Prepared & Presented By : Naveed Ramzan
Lets Recap
● What is a quality ?
Features and characteristics of a
product or service that reflects its
ability to satisfy customer's needs
7. Prepared & Presented By : Naveed Ramzan
Lets Recap
● What is a grade ?
● Level of satisfaction
– Meet Customer Expectations
– Exceed Customer Expectations
– Delight Your Customers
– Amaze Your Customers
8. Prepared & Presented By : Naveed Ramzan
Lets Recap
● What is a Accuracy ?
How far we are from the customer's need?
9. Prepared & Presented By : Naveed Ramzan
Lets Recap
● What is a Precision ?
How close we are to get the customer's
need?
10. Prepared & Presented By : Naveed Ramzan
Need of Quality
“Prevention is better than cure !”
Need to do 3 steps
● Plan Quality Process
● Perform Quality Assurance
● Control Quality Assurance
11. Prepared & Presented By : Naveed Ramzan
Plan Quality Process
● Requirements
● Stakeholders
● Schedule and Cost
● Risk Assessment
● Organization Assets
12. Prepared & Presented By : Naveed Ramzan
Perform Quality Assurance
● Project Schedule
● What should be exactly?
● What is right now?
● Change Requests & Approvals
● Update Document (If needed)
● Update Organization Assets (if needed)
13. Prepared & Presented By : Naveed Ramzan
Quality Control
● Accuracy vs. Precision
● Prevention vs. Inspection
● Attribute vs. Variable Sampling
● Change Requests & Approvals
● Tolerance vs. Control limits
14. Prepared & Presented By : Naveed Ramzan
Rule of Thumb
● 80% of outcomes can be attributed to 20% of
the causes for a given event
● Need to fix those 20%
15. Prepared & Presented By : Naveed Ramzan
Implement 80/20 Rule
● Cause & Effect Diagram
● Pareto Chart
16. Prepared & Presented By : Naveed Ramzan
Quote by Quality Guru
Quality is fitness for
intended use
(Joseph Juran)