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A Practitioner's View
Innovative Practices
in Software Quality Facilitation
What’s inside!
▪ Our Identity
▪ What is (Un)Conventional ?
▪ (Un)Conventional Best Practices
▪ The Next Big Thing
▪ Summary
Our Identity
▪ RNTBCI is a joint venture established under the Renault Nissan
alliance on September, 2007.
▪ We are Renaul...
Disclaimer
▪ It worked for our
– Business culture
– People
– Process Framework
▪ Many are practicing already and seen resu...
What is (Un)Conventional ?
▪ Conventional Practices
– Prevalent in the industry
– Traditional
– Frequently Practiced
Un-co...
ProcessDefinition
ProcessFacilitation
ProcessComplianceReview
InternalAudit
ProcessInnovation
Pillars of Quality Assurance
Process Definition
Process Definition
▪ Conventional
– Engaging Practitioners for process improvements
– Mapping the models, standard and fra...
Process Definition
▪ Un-Conventional
– Monthly Hotfix to ensure process is ready for operational use
– Business Process Ar...
Process Facilitation
Process Facilitation
▪ Conventional
– PM request for assigning QA to projects
– Facilitation Support to Projects for pract...
Process Facilitation
▪ Un-Conventional
– Framework for Workload Distribution
Framework of Workload distribution
▪ Weightage based on designation ▪ Weightage based on project type
Designation Weightag...
Framework of Workload distribution
Total Current Work Units
Total Available Effort
Projects Count
Total Available Effort
N...
John Umesh Yahsitha Venkat Malathi Prashanth Jothi
Planned Load 36 39 40 36 38 27 48
Actual Work Unit 29 41 8 70 42 32 59
...
Process Facilitation
▪ Un-Conventional
– Framework for Workload Distribution
– Facilitation Log for all projects and suppo...
Vertical
Total
Number of
NC's
Open
within
SLA
Open beyond SLA Closed
Within
SLA
Closed beyond SLA Closed
with
Proposed
Act...
Process Facilitation
▪ Un-Conventional
– Framework for Workload Distribution
– Facilitation Log for all projects and suppo...
Closed Open
Project List
Count of
Status
Count of
Status
K1 K2 K3 K1 K2 K3
Project1 20 13 7 2 1 4 7 74% 2 0 2 4 3 87%
Proj...
74%
96%
83%
94%
98%
50%
84%
79%
87%
97%
90%
94%
99%
67%
87%
90%
0%
20%
40%
60%
80%
100%
120%
Project1 Project 2 Project 3 ...
Process Compliance Review
Process Compliance Review
▪ Conventional
– Process Compliance review using Checklist
– SDLC specific audit checklist(V-mod...
Process Compliance Review
▪ Un-Conventional
– Weightage Based Process Compliance Review model
▪ Corroborative and Non-Intr...
Internal Audit
Internal Audit
▪ Conventional
– Annual Internal Audit Plan
– Trained Auditors from Quality Team
– Internal Auditors Traini...
Internal Audit
▪ Un-Conventional
– Trained Auditors from operational team with delivery expertise
– Facilitation Log based...
Process Innovation
Coffee with Quality
▪ Un-Conventional
– People Oriented approach with minimal follow-up activities such as collating
verti...
Coffee with Quality
▪ Un-Conventional
– Forum which gives more close interaction with Quality
– Educating the project team...
Reach to Quality
▪ Un-Conventional
– Reach2Quality is a formalized way to post the queries
– Queries related to Quality an...
Bookathon
▪ Un-Conventional
– Handbook for the project leaders
– Covering frequently asked questions from QMS
– Crowdsourc...
Clicked @ Bookathon
The Next Big Thing
▪ Facilitation Effectiveness Indicator
– Weighted NC (4*K1+2*K2+1*K3) / Project Sample Size
▪ Internal ...
Summary
 Pillars of Quality
 Business Process Architecture Diagram
 Facilitation Log & SLA’s
 Internal Audit’s
 CwQ, ...
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Innovative Practices in Software Quality Facilitation

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This presentation gives a practitioner's view of successful quality assurance process by adopting various practices and process facilitation with framework of workload distribution and its metrics.

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Innovative Practices in Software Quality Facilitation

  1. 1. A Practitioner's View Innovative Practices in Software Quality Facilitation
  2. 2. What’s inside! ▪ Our Identity ▪ What is (Un)Conventional ? ▪ (Un)Conventional Best Practices ▪ The Next Big Thing ▪ Summary
  3. 3. Our Identity ▪ RNTBCI is a joint venture established under the Renault Nissan alliance on September, 2007. ▪ We are Renault Nissan ISITians. ▪ Global In-house Centre ▪ RNTBCI ISIT Journey with Software Quality framework – ISO 20000-1:2011 – CMMI SVC V1.3, Maturity Level – 3 (World’s 1st Automobile Captive Entity Assessed) – ITIL Framework Adaptation
  4. 4. Disclaimer ▪ It worked for our – Business culture – People – Process Framework ▪ Many are practicing already and seen results ▪ Many are our intellectual practices and few from the outside world
  5. 5. What is (Un)Conventional ? ▪ Conventional Practices – Prevalent in the industry – Traditional – Frequently Practiced Un-conventional Practices  Non Traditional – Rarely Evidenced – New –
  6. 6. ProcessDefinition ProcessFacilitation ProcessComplianceReview InternalAudit ProcessInnovation Pillars of Quality Assurance
  7. 7. Process Definition
  8. 8. Process Definition ▪ Conventional – Engaging Practitioners for process improvements – Mapping the models, standard and frameworks as per Business needs
  9. 9. Process Definition ▪ Un-Conventional – Monthly Hotfix to ensure process is ready for operational use – Business Process Architecture Diagram
  10. 10. Process Facilitation
  11. 11. Process Facilitation ▪ Conventional – PM request for assigning QA to projects – Facilitation Support to Projects for practicing the quality management system – Ensuring projects are at good health all time as per defined process/procedure – Support given to projects for customer audit, 3rd party audit etc., – Data Analysis support given to projects – Follow-up done with projects for closure – Job Rotation – Training the facilitators on “Effective Facilitation” – Facilitation Support for Support groups
  12. 12. Process Facilitation ▪ Un-Conventional – Framework for Workload Distribution
  13. 13. Framework of Workload distribution ▪ Weightage based on designation ▪ Weightage based on project type Designation Weightage by Designation Senior QA 1.2 QA Engineer 1 Associate 0.8 Project Type Description Workunits High All Build and L1 5 Medium All Change 3 Low All AMO/Run, Migration, Testing , Re-engineering 1
  14. 14. Framework of Workload distribution Total Current Work Units Total Available Effort Projects Count Total Available Effort Not Considered Effort arriving the Work Units PQAO Available Hrs per Month(18days *8 hrs) Allocated % Actual Hours Conducting PCR (2days*8hrs) Meetings, Trainings and Leaves (2days*8hrs) John 144 100% 144 16 16 Umesh 144 15% 22 16 16 Yashitha 144 95% 137 16 16 Venkat 144 10% 14.4 16 16 Malathi 144 100% 144 16 16 Prashanth 144 100% 144 16 16 Jothi 144 85% 122.4 16 16 Total Available Effort 727 PQAO Run Change Build Grand Total John 6 13 19 Umesh 1 1 1 3 Yashitha 3 14 1 18 Venkat 1 16 1 18 Malathi 5 5 Prashanth 8 9 17 Jothi 7 18 25 Total 31 71 3 105 PQAO Low(1) Medium(3) High(5) Total Work Units John 6 39 0 45 Umesh 1 3 5 9 Yashitha 3 42 5 50 Venkat 1 48 5 54 Malathi 5 0 0 5 Prashanth 8 27 0 35 Jothi 7 54 0 61 Total Current Work Units 259 Total Current Work Units 259 Organization "A" Work Units 14 Organization "B" Work Units 245 Work Unit Per Resource(Organization "B" Work Units(245) / No. of Resources(5)) 49 Total Available Effort(Organization "B" Resources) 691 Effort per work unit(Total Effort / Total current work units) 2.82
  15. 15. John Umesh Yahsitha Venkat Malathi Prashanth Jothi Planned Load 36 39 40 36 38 27 48 Actual Work Unit 29 41 8 70 42 32 59 36 39 40 36 38 27 48 29 41 8 70 42 32 59 0 10 20 30 40 50 60 70 80 Work Load Distribution
  16. 16. Process Facilitation ▪ Un-Conventional – Framework for Workload Distribution – Facilitation Log for all projects and support groups – SLA for Facilitation findings
  17. 17. Vertical Total Number of NC's Open within SLA Open beyond SLA Closed Within SLA Closed beyond SLA Closed with Proposed Action ODO Lead QA Head ODO Lead QA Head Vertical 1 220 31 53 0 0 83 53 0 0 0 Vertical 2 295 26 100 25 0 109 35 0 0 0 Vertical 3 253 16 142 0 0 77 18 0 0 0 Vertical 4 185 9 60 9 0 87 20 0 0 0 Vertical 5 158 18 0 16 0 94 30 0 0 0 Vertical 6 147 26 50 29 0 32 10 0 0 0 Vertical 7 139 14 39 0 0 51 35 0 0 0 Facilitation Log NC SLA Status
  18. 18. Process Facilitation ▪ Un-Conventional – Framework for Workload Distribution – Facilitation Log for all projects and support groups – SLA for Facilitation findings – Facilitation Effectiveness measured through findings leakage to IQA
  19. 19. Closed Open Project List Count of Status Count of Status K1 K2 K3 K1 K2 K3 Project1 20 13 7 2 1 4 7 74% 2 0 2 4 3 87% Project2 88 66 22 0 4 0 4 96% 0 1 0 1 3 97% Project3 19 11 8 1 1 2 4 83% 1 0 1 2 2 90% Project4 29 5 24 0 1 1 2 94% 0 0 0 0 2 94% Project5 96 78 18 1 1 0 2 98% 0 1 0 1 1 99% Project6 4 4 0 0 3 1 4 50% 0 1 1 2 2 67% Project7 26 26 0 0 3 2 5 84% 0 0 1 1 4 87% Project8 19 19 1 3 1 5 79% 1 1 1 3 2 90% Grand Total 662 441 221 5 17 11 33 95% 4 4 6 14 19 97% Total IQA NC Mapped in Log IQA NC after log mapping DRE (Mappe d in Log) Log count Total IOA Count NC Total Count of IQA NC DRE IQA NCmapped in Formula = NCs reported in Facilitation Log / (NCs reported in Facilitation Log + IQA NCs) DRE(Defect removal efficiency excluding the IQA NC reported in Facilitation Log DRE(Defect removal efficiency considering the IQA and Log reported NC 95% 97%
  20. 20. 74% 96% 83% 94% 98% 50% 84% 79% 87% 97% 90% 94% 99% 67% 87% 90% 0% 20% 40% 60% 80% 100% 120% Project1 Project 2 Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 IQA NC Leakage DRE DRE (Mapped in Log)
  21. 21. Process Compliance Review
  22. 22. Process Compliance Review ▪ Conventional – Process Compliance review using Checklist – SDLC specific audit checklist(V-model/Agile/Iterative/SAP) – Cross linked QA conducts process compliance review
  23. 23. Process Compliance Review ▪ Un-Conventional – Weightage Based Process Compliance Review model ▪ Corroborative and Non-Intrusive mode – Dedicated PCR Team for performing and reporting the process compliance review – SLA for all Process Compliance Review activities
  24. 24. Internal Audit
  25. 25. Internal Audit ▪ Conventional – Annual Internal Audit Plan – Trained Auditors from Quality Team – Internal Auditors Training – Audit tool for planning / executing / tracking the NC’s
  26. 26. Internal Audit ▪ Un-Conventional – Trained Auditors from operational team with delivery expertise – Facilitation Log based mapping to IQA NC which show cases assertiveness of facilitation team – SLA Based Tracking from IQA Planning to Closure
  27. 27. Process Innovation
  28. 28. Coffee with Quality ▪ Un-Conventional – People Oriented approach with minimal follow-up activities such as collating vertical representatives views, provide valid solutions and sharing meeting minutes – More focus is provided on the ground level issues happening/happened in the current project scenario. – Collating all the issues/Concerns and setting a target time and action plan to resolve them – A Common platform to share the knowledge and Best practices among projects
  29. 29. Coffee with Quality ▪ Un-Conventional – Forum which gives more close interaction with Quality – Educating the project teams on through gamfication techniques such as snake and ladders and QMS – Crosswords – Know the Unknown
  30. 30. Reach to Quality ▪ Un-Conventional – Reach2Quality is a formalized way to post the queries – Queries related to Quality and QUICK if the audience do not know whom to contact – 8 X 5 Customer Service Support – Committed SLA for support
  31. 31. Bookathon ▪ Un-Conventional – Handbook for the project leaders – Covering frequently asked questions from QMS – Crowdsourced project leads from different verticals ▪ in 35 mins 119 questions generated.
  32. 32. Clicked @ Bookathon
  33. 33. The Next Big Thing ▪ Facilitation Effectiveness Indicator – Weighted NC (4*K1+2*K2+1*K3) / Project Sample Size ▪ Internal Auditors Effectiveness Indicator – Parameters of Evaluation  Quality of NCs’  Adhering to the IA SLA  Identification of BP
  34. 34. Summary  Pillars of Quality  Business Process Architecture Diagram  Facilitation Log & SLA’s  Internal Audit’s  CwQ, R2Q, Bookathon…
  35. 35. Thank you

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