Making earth softer through quality guidance

Making earth little softer
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About us

• Organisation
• Quality
• Quality management
• Quality Assurance
• Quality Control
• Processes
• Case studies experience
• Strategic Quality Planing
Index

Index

Organisation and projects

Fundamentals
• Say what you do
• Do what you say
– Prove it
– Documentation
Criteria for Excellence
1.Leadership
2.Strategic Planning
3.Quality Focus
4.Information & Analysis
5.Human Resource Focus
6.Process Management
7.Business Results

Quality Model
•Reviews of deliverables at
every level by supervisor
•Effective communication
•Plan, Track, Monitor, Control &
measure (efforts, schedule,
cost, quality, resources, risks)
•Reviews of deliverables at
every level by supervisor
•Effective communication
•Plan, Track, Monitor, Control &
measure (efforts, schedule,
cost, quality, resources, risks)
•Skill enhancement
•Stringent resource
recruitment
•Career Planning, Appraisals
•Technical Skills
•Skill enhancement
•Stringent resource
recruitment
•Career Planning, Appraisals
•Technical Skills
•Governance
•Practicing the best
process & formats
•Institutionalization
•Ownership & skill training
•Audits & Process
•Governance
•Practicing the best
process & formats
•Institutionalization
•Ownership & skill training
•Audits & ProcessQuality

Organization goals
To create Technical
pool ,To enhance
technical skills of
resources on latest
technologies
To improve the
quality of delivery
First time right, To
improve productivity
To increase efficiency
reducing development &
delivery time
To reduce the cost of
development and be
competitive
To delight Clients
and make them
happy

Importance
High-Quality but Slow to Market
Not a Leader
Speed
Quality
Fast to Market but Low Quality
Low Customer Satisfaction
The quality is largely determined by the
quality of the process that is used to develop
and maintain it, need a trade-off with speed!

Enablers
Quality Management Group
• Designing & implementing the processes
• Conducting Audits & assuring compliances
• Improving the Processes
Technology Management Group
• To create a technical pool of resources
• White Box Testing, Use of Open source
• Technical Skill Enhancement
• Knowledge Management
Quality Assurance Group
• To improve quality of delivery, To enhance the testing skills
• Review of RA and Test Cases & sample testing
• Testing Skill Enhancement
• Black Box Testing, Inculcation of Testing Tools & Techniques

Enablers
To delight customers
Project Monitoring Group
• Review of variances of effort, schedule & quality
• Risk Management Resource Review
• Appropriate Project closure, To control the cost
• To track & improve the productivity
Resource Management Group
• Learning through contribution & sharing
• Adopting emerging technologies & professional practices
• Advance functions knowledge enhancement
• Effective Communication
Education Service Group
• Better utilization & billability of the resources
• Skill enhancement, Right resources for right tasks
• Infrastructure management. Finance management

Enablers
To delight customers
Software engineering process Group
• Process definition & continuous improvement
• Implementation and Audits
• Capturing historical data & publishing PCB

Enablers
• Every deliverable must be reviewed by senior
• Sharing experience & education from senior
management till project managers levels
• Define Goal, Objectives, Mission for each
enabler group
• Vibrant & visible enablers
• QMG – Quality Management Group
• TMG – Technology Management Group
• RMG – Resource Management Group
• SEPG – Software Engineering Process
• PMO – Project Management Office

 Audits
 Process Design
 Process Improvements
SE Process
Group
Technology Mgt.
Group
Project Monitoring
Group
Quality Assurance
Group
 Black Box Testing
 Review of Test
Cases & RA Docs
 Testing Skill
Enhancement
 Project Review
 Risk Management
 Resource Review
 White Box Testing
 Skill Enhancement
 Knowledge
ManagementQuality
Apex
Committee
Quality mechanism

Milestones
& Dates
Milestones
& Dates
SMC or FP
or LOC
SMC or FP
or LOC
Mitigation
& owner
Mitigation
& owner
Defect per
mm
Defect per
mm
Man-
month
Man-
month
Infra, People
Technology
Infra, People
Technology
Project Management

Project Management
Plan Track Control Measure
Efforts
Schedule
Quality
Cost
Risks
Resources

•Productivity
•Efforts, Effort Distribution
•Cost of Review, Rework, Testing and Training
•Defect Injection, Delivered Defect, Defect
Distribution
•Schedule & efforts relation
Project
Planning
Project
Closure
Project Data
(efforts, defects,
schedule, estimate)
Project
Execution
Project Status
Report
Project
Closure
Report
Projects Capability
Baseline (PCB)
Status
Review
Organizations
Capability Baseline
Project execution

Successful Project
• Successful project management is delivering a
quality solution meeting the customer’s
requirements within efforts, time, scope &
budget making profit for the organisation.
Requirements
satisfied/exceeded
Requirements
satisfied/exceeded
Completed within
effort & time frame
Completed within
effort & time frame
Completed within
allocated budget
Completed within
allocated budget
Accepted by the
customer
Accepted by the
customer

Success Tips
Right Project
Management
Right Project
Management
Right TeamRight Team
Right
Processes
Right
Processes
Project Success
(Quality &
Timely delivery)
Project Success
(Quality &
Timely delivery)

Projects- Effective monitoring
• Assure client/ sales
• Safeguard decisions
• Prevent collapse
• Include basic details
• Make comparisons
• Underline problems
• Allow question time
• Be available
• Write mom

• Don’t shout
• Keep copies & ready
reference
• Incomplete
prerequisites
• Wrong estimation
• In-efficiencies
• Encourage ideas
• Cost effectiveness
• Judge the work

Triple Contraint
Quality

Parameters
Current focus
Quality of the resources
Project Management
Client expectation management
Current Focus
Right Estimation
No. of resources
Include all Efforts (Reviews, QA,
KT, VC, Management)
Would evolve
After addressing Schedule & Cost
Parallel initiatives are going on
Education to PM (Project
management, Impact of CR, etc)
System improvement would improvement transactions

A lot of
problems
A lot of
problems
The purpose of Kaizen activities is to improve
customer satisfaction.
Kaizen
Activities
Kaizen
Activities
Customer
Satisfaction
Customer
Satisfaction
Kaizen activities
should be related to
current real problems
Purpose

• Quality is often thought of as "degree of
excellence," or "level of goodness”.
• Quality is considered as "fitness for purpose."
• Quality is "conformance to the requirements“
• Quality is the way we live our lives!
What is Quality

Quality

Structural responsibilities
•Processes
•Audits
•Escalations
•PCB
•Recruitment
•Training – Soft Skill & Tech
•Grooming & Handholding
•To be profitable
delivery
•Enablers
•TMG
•QMG
•RMG
•SEPG
•Translation
•Growth
•Client
relationship
•Cost control
•Tracking
profitability

Quality Policy
• Customer Satisfaction is a key to successful
business. We are determined to be an
organization to achieve “Customer Delight” by
providing products & services having minimum
defects, adhere schedule and cost effectiveness
• We will create a culture of continuous
improvement in ourselves and in the value of
products and services we offer to the
customers.
• We want to continually change and improve
various aspects of our organization with the
objective of being able to service our customer

Synthesis
• Start with focusing on only key area/objectives
• Core Quality Needs : i.e. Minimizing the Defects
& Total Cost to customer, adhering the Schedule
• Utilise the best of the resources: i.e. People,
Processes, Infrastructure
• Need for continuous improvement
• Quality objective to derive quantitative
measurement on each of the above key areas
• Over the period expand the objectives to be
measured and monitored and keep improving
on the expected numbers

• The perceptions of the user determine the
purpose. Quality therefore is a user perception.
• Correctness : Does it as per users agreed on?
(Unit Level)
• Integrity : Does it maintain accurate data?
(Integration Level)
• Reliability: Does it behave right all the time?
(Application Level)
• Efficiency : Does it run as well as it could?
(Application Level)
• Robustness: Does it handle invalid data?
(Application Level)
Quality & User perceptions

• Few other factors like Usability, Performance,
Maintainability, Scalability, Flexibility,
Reusability, Interoperability, Audit ability etc
offer judgment on Quality.
• These factors to be well thought during
Requirement gathering & Design phases.
Quality & user perceptions

• Customer Delight is achieved
• It saves the cost of implementation by reducing
the cycle time & efforts required
• It is a joy, proud & tremendous job satisfaction
to deliver defect free solution
• Enhanced reputation & branding
Advantages

What makes client irritate?
• UI OR minor level defects detected within three
hours of the testing post delivery. These defects
turn out to be most critical in nature.
• Functional defect detected within eight hours
• Defect detection exceeding 1 defect per hour
What makes client delight?
• Timely delivery within budget
• Graphics as agreed during requirement analysis
• Solution functions as per agreed functionality
• Defects detected are really very few during first
day of testing
How does client react?

• Warranty work - that is performed on a product
or application for free under a warranty
• Repairs / maintenance - work that is done to fix
problems after the solution goes live
• Client dissatisfaction - If a solution is of poor
quality, the client may not continue future orders
• Help desk service may be required to address
problems client is facing with the solution
• Poor morale - No one likes to work for an
organization that has poor processes or
produces poor quality solutions. Costs here
include increased absenteeism, higher attrition,
less productivity and frustration from the staff.
Cost of poor quality

• Lower costs / shorter duration- an initial higher
cost to a quality process will result in less
rework & reduced project duration.
• Lower team morale due to higher defects in the
testing process. If the testing goes smoothly
with lesser defects & deliverables being right the
first time, team morale will rise accordingly.
• Fewer errors / defects. Higher quality shows up
over the life of the solution with fewer defects
and errors. If you are producing a product,
higher quality means fewer returns, less
warranty work, fewer repairs, etc.
Results to be achieved

It’s a cost
• Missing project completion deadline
• Huge project efforts & cost overrun
• Developers frustration
• Sales losing the confidence on delivery
capability
• Customer dissatisfaction
• Organisational branding

At what cost…
• Quality is free and have potential
• To delight clients
• To get repeat business
• To grow business
• Brand value for the organisation
• Employee happiness & feel good factor

Quality aspects
• Quality :- There are 2 aspects of the quality
• Quality of the project – To adhere to the
requirements specified by client
• Quality of serviceability –Aligning to the cultural
expectations & agreements

Objectives
There are 3 levels of quality achievements
• Organizational level
• Management level
• Project Level
To execute the project within agreed
• Defect density
• Defect Matrices
• Test cases & related matrices
• To service the client more than the expectations
• Response to email, telecon, requests, SMS, etc
• Following commitment as per communication/
resolution or agreement

Objectives
• Audit should catch more than 1 NC for every 5
projects audited for standard software
development processes.
• Project-specific feedback should result in
improvements actions for key parameters. This
is to help continually fine tune the standard
processes to ensure more effective delivery
• Infrastructure : Continuous improvement in
various objectives defined by Enablers groups
like Education Service, Resource Management,
Project Monitoring, Technology Management,
Quality Management Administration & Finance

• To achieve Excellence through Quality
• To review at each stage of output, to maintain
the statistics and set a feedback mechanism
• To deliver the extremely high quality solution to
the customers
• Automatic mechanism to deliver quality
deliveries in time thus excellence lasting forever
• To minimise the personalities/hero based
approach and drive towards process orientation
• Process driven
Objectives

Objectives
• Defects: Number of defects detected by the
customer post delivery should not be more than
1 per 3 Person Months of efforts estimated
• Schedule: Project completion extended to
maximum within 5% of accepted schedule
• Total Cost to Customer : Customers overall
rating (client happiness index) on services
should not be less than 4 on a scale of 1 to 5

Objectives
• People : We need to continually improve the
quality of deployed resources.
• The measure for this will be a combination of:
1. Skills - Business analysis, Technical & soft
skills of customer interfaces (onsite &
offshore), Technical expertise of the
developers
2. Experience – Domain & industry related
3. Success rate of the Project Managers

Objectives
• Extra ordinarily high reliability
• Have minimum defects
• Enhances testing skills
• Through doing certifications in QA area
• Through training on ‘How to write test cases ?’
• Through training on ‘How to test ?’
• Enhance testing process
• Testing Process
• Testing Methodology
• Building Knowledge base
• Achieve quality objectives

• No. of defects to be within the organizational set
objective 1 defect for 3 mm efforts, Reduced
cycle time, client delight & reduced total cost
• Client will be more satisfied if quality is better
• Higher service quality will make the client
experience more pleasant. This will result in
goodwill and may translate into additional sales,
or higher margins.
• To charge premium to the customer for higher
quality & higher productivity.
• If the deliverables are produced with less effort
the first time, the overall productivity will go up.
Expected results

Make a statement
To aim your organisation to be the best in the
industry in terms “Defects Delivered Ratio” and
thus be able to achieve the organization objective
of being an extraordinarily reliable company
using..
•The best of the tools & technologies
•Recruiting the best of the people
•Incorporating processes
•Measurements & feedback
•Continuous Improvements

Mission Statement
• To adopt Quality as an intrinsic culture of our
organization
• Quality function is to be called Mission.
• Quality is to be not negotiable
• To take organisation to newer height and to be
the lowest in the industry in terms of “Post
delivery Defects to efforts Ratio”
• To achieve the organization objective of reliable
company
• To save the cost of customers

Quality Management Principles?
Basics of Quality Management principles
• Customer focus
• Leadership
• People involvement
• Process approach
• Systematic approach to management
• Continual improvement
• Factual approach to decision-making
• Mutually beneficial supplier relationships
• Understand how these principles can be applied
to CEO management practices

Quality management

Quality Management
Quality Management is the process that insure
the project will meet the needs
•Conformance to requirements - Crosby
•Fitness for use - Juran
•The totality of characteristics of an entity that
bear on its ability to satisfy stated and implied
need - ISO 8402:1994

Quality Management
How will quality assurance and control be
conducted?
• Identify Quality Standards
• Quality Assurance
• Quality Control
• Quality Matrices
• Improve
How?
What?
Check
Sometimes performed by a 3rd Party
Measure
Next?

DatabaseDatabase
Defect
Tracking
Project
Management
The Stakeholders
Senior Management
Review Key Parameters
Review Customer Satisfaction
Review Process Maturity
Process Champion
Verify Process compliance
Review SLAs/ Dashboard
Monitor SQA activities
Project Management/ Dev.
Manage Project Deliveries
Ensure Customer Satisfaction
Project Resource Management
SQA Group
Verify Prod. /Process Quality
Causal Analysis
Defect Trend Analysis
Maint/Integ/Admin Group
Network Management
Workstation Management
Configuration Management
Measures &
Metrics
Process
Diagnostics
Process
Diagnostics
Gap AnalysisGap Analysis
Solution
Articulation
Solution
Articulation
Project
Planning
Project
Planning
Process
Definition
Process
Definition
Process
Implementatio
Process
Implementatio
Reviews,
SLAs, Metrics
Reviews,
SLAs, Metrics
Implementation model

DatabaseDatabase
Process
Diagnostics
Process
Diagnostics
Gap AnalysisGap Analysis
Solution
Articulation
Solution
Articulation
Project
Planning
Project
Planning
Process
Definition
Process
Definition
Process
Implementatio
Process
Implementatio
Reviews,
SLAs, Metrics
Reviews,
SLAs, Metrics
• Major Milestones : Project Planning (Scope,
Detailed Timeline, Deliverables etc.):
Documentation, Review, Approval
• Team Formation
• Processes, Procedures, Policies: Definition,
Documentation, Review, Approval, Release
• Training
• Implementation: Pilot, Review, Roll-out
Planning, Measurements, Roll-out
• Continuous Improvement: Review thru
Measures/ Metrics, Goals & Objectives
Implementation timeline

Quality Assurance Group - QAG

Fact & aim
Successful business cannot come without
Satisfied Customer
Organisation should aim to go beyond
‘Satisfaction’ and achieve “Customer Delight”

• Quality Assurance is a not an enforcing
function, but includes all the standards, planning
and monitoring processes. It’s orientation
towards preventing the defects from occurring.
• Quality Control encourages for detection and
correction of defects
• Quality Assurance is proactive and preventative;
Quality Control is detective and corrective.
QA & QC

Quality Assurance
•Customers are extremely demanding for quality.
We must reciprocate their expectations and
demands. In the process we improve our
delivery capabilities and organization as a
whole.
•Org to aim to be the reliable software company
which delivers the quality solution hence want to
try to achieve lowest possible “Post delivery
Defects to efforts ratio”
•It is essential to review all output critically and
test the application and ensure extra-ordinary
quality of delivery for the customer.

Quality Assurance
To encourage
• To do first time right, so that there are minimum
possible defects in the output / delivery
• To get output reviewed at every phase
• To do self code review
• To perform unit testing
• To do peer to peer code review
• To detect as much defects before delivery
• To reduce the defects detected by the client
• Thus saving cost of the client

Quality Assurance
• Define standards, processes, reports, forms &
templates & check lists; complete the check list
without fail for each step
• Appropriate defect tracking system to be used
• Measure the quality status and progress by way
of effective weekly/ periodic reports
• Manage the quality by prevention,
implementation and feedback
• Improve using experience & knowledge sharing

Making earth little softerConfidential 61
To improve quality of delivery

• Ownership & first time right drive culture
• Reviews – Every deliverable is reviewed by
supervisor
• Process for marking completion of the tasks
using check list
• Special attention for understanding/confirming
the requirements
• Brainstorming sessions, reviews of RA & DD &
SI test cases (PL), Self review for LLD, Code,
Unit test cases, testing for developers, audits of
these phases; Framework for communication
Quality drive

• Establishing quality framework (measurement,
analysis, preventive & corrective measures,
tracking & closure and audits)
• HR & RMG framework & Project Structure –
Assigning DM/AVP for each projects & teaming
with Account managers & OSC
• Governance- To be scalable
We need
• Guidance and structure
• A way to assess improvements
• Recognition of our improvement and
• To demonstrate the results
Quality drive

Improve QualityImprove Quality
Creating Technical resources
•The best resource to create 3 – 4 resources of
better capability
•To share technical achievement, lessons learnt
and spread knowledge & experience
•To enhance of technical skills for latest
technologies
•To set up R & D center
•To manage training
•To recruit the best technical resources
Reduce CostReduce Cost Improve ProductivityImprove Productivity
Organisational Goals

Improve QualityImprove Quality
Delivering the best Quality
•To deliver the best possible quality as per
schedule with minimum defects
•Reviewing deliverables at each level; checking
for completeness & coverage
•Training in writing/ executing UT, IT & AT
•Finding maximum defects in early phases
•Measurement & root cause analysis
Reduce CostReduce Cost Improve ProductivityImprove Productivity

Reducing delivery time
•First time right, Improve productivity, increase
efficiency
•Inculcating tools, mostly freeware and latest
technology, Utilizing open source
•Maximizing automation
•Following the best practices and processes
•Setting up knowledge management center,
sharing experiences and lesson learnt
•Implementing automation tools
Improve QualityImprove Quality Reduce CostReduce Cost Improve ProductivityImprove Productivity

Reducing development cost
•Utilization of Open source code and framework
•Process improvement
•Automation
•Minimizing licensing costs
•Utilization of Open source code and framework
•Capability building and enhancing
•Efficient & motivating environment
•Controlling indirect cost
Improve QualityImprove Quality Reduce CostReduce Cost Improve ProductivityImprove Productivity

• Many organisations witnessed no. of
unmanageable defects in pre & post delivery
• Many organisations lost some potential
accounts due to bad delivery for ever
• Management of organisation generally go by
personalities and their feel about the project
than actually reviewing the output at each stage
• Reviews at each stage of the SDLC reduces the
risk, efforts and the cost at later stage
Necessity of QAG

• QCG services not to be ‘Optional’ or ‘On Call
Basis’, it should be mandatory organisational
process.
• QCG acts as an internal customer for projects
• Dedicated team for QA Group
QAG - Responsibility

• Responsive
• Affirmative & assertive
• Good negotiator
• Competent
• Accessible
• Courteous
• Good communicators
• Credible
• Knowledgeable of the client business
• Reliable
• Commanding
• Passion for Quality
Internal customer

Inculcating
New Tools &
Techniques
Black Box
Testing
Review of Test
Plan & document
Testing Skill
Enhancement
QAG – Key focus areas

The strength on a building is built in its plan
QAG – test plan

• Review Test plan , test cases & execution
• Track quality progress
• Measure defect leakages
• Causal analysis & improvement
• Raise early warning signals
QAG – Test Plan

Responsibilities
• ITC Review and execution (sample basis)
• Periodic defects data collection and analysis
• Compiling standard functionalities components
• Review of Requirement Analysis & proposal
• Review of Functional Specifications
• Review of Prototype
• Review Unit Test cases & execution (Sample)
• Review of Integration & Application Test cases &
execution (100%)
• Review of Test results (Sample Basis)
• Effort matrix for QA Activities
• Defects matrix for QA Activities

Black Box
Testing
White Box
Testing
• Macro- Project Plan
• Requirement
Analysis
• Functional
Requirements
• Prototype + ATC
• ITC
• UTC (Sample)
Reviewed by Technology
Group:-
•Design Review
•Code Review
To be reviewed by Internal Customer
QAG - Responsibility

Methodology

Why
• Early warning mechanism
• Reduction in number of defects since third party
views
• Reduction in number of cycles of testing,
eventually reduce duration & cost & enhance
client’s satisfaction

Methodology
Short Term Goals
• Teaming
• Training
• Formalize a process of QA for all projects
• Measure Effectiveness of QA
• Tune QA process
Long Term Goals
• Develop testing process
• Building Knowledge base
• Achieve quality objectives

Quality Assurance Paradox
• Software quality must be very high!
• Bugs are much more visible than before.
• Complexity is increasing
• Time to market is critical
• Cost control
• Does quality assurance conflict with cost control
and time to market?
• Can QA actually decrease cost and improve
time-to-market???

Quality Strategy Development
• Enhancing the quality of teaching and learning
experience.
• To enhance life-long skills of the students that
matched with the demand and requirement of
the industry/employer.
• Enhancing the quality of research and
publication, etc.

• PM to plan for QCG activities in right spirit right
from the beginning assuming internal customer
• To plan complete involvement of assigned QCG
member from kickoff meetings, KT session,
project meetings, etc
• Project to fulfill the readiness criteria for QCG
• QCG member to present understanding to PM
• QCG member to be updated for requirements
• QCG & PM to decide internal quality objectives
• QCG to support PM for defect prevention &
minimising using historical data & experience
• To raise early signals to management
QCG – better services

Skill
Enhancemen
t
Identify Training
needs using
Skill Matrix
Identify Training
needs using
Skill Matrix
Plan training
preparing the
calendar
Plan training
preparing the
calendar
Execute
Training by
competent
faculties
Execute
Training by
competent
faculties
Measure
enhanced skills
& Feedback
Measure
enhanced skills
& Feedback
QAG – skill enhancements

Area Description Sad ok Happy
Black Box
Testing
Pre-Delivery Defects per Man Month 10 15 20*
Defect detected by customer per 3
man month
> 1 1 < 1
Total Cost to Customer (Task,
Review, Rework)
1-2 3 4
Skill
Enhancement
Quantify Skill level in the
organization in ‘n’ months time
2 1.5 1
Improve Skill level over 6 months
time frame by
2% 5% 10%
Number of resources trained (% of
Billable team)
2% 5% 10%
Tools and
Tech.
Introducing at least 1 new tools /
technologies in the organization
every ‘n’ months
2 1 0.5
Process
Improvement
Improve Processes / Define new
ones - 1 instance every “n” month
3 2 1
QAG – Key Objectives

• Define & try to achieve Quality objectives
• To detect as many review comments, internal
defects during Unit testing & IT/AT (Target 15-20
defects per man-month of efforts)
• To improve quality using defect elimination
where defect delivered ratio is not more than 1
defect for 3 man-month of efforts
• Testing of 3 hours should not detect the defect
• Conduct Root Cause Analysis
• Implement action plan derived after RCA
• Training & Building Knowledge base
• Achieve high level of satisfaction with the quality
QAG - Goals

Why spend all this time in finding, and
fixing, and fighting when you could
prevent the incidents in the first place
- Phil Crosby

• Preparing, publishing & training using the
coding convention for each technology
• Conducting technical skill enhancement training
• Through design reviews
• Through code review
• Avoiding repeat issue in the code
• Creating standard components & liabrary
• Help your peer to make the code clean
QAG – White box testing

• Preparing the detailed test cases
• Through Testing during each and appropriate
phase like Unit, Integration and Application
testing
• Accepting the challenge that we will find the
defect ourselves and not anyone else
• We will ask question .. Why should we be
delivering defects…??
• Help your peer to make the code clean
• Help your peer to unit test their code
QAG – Black box testing

# Activity Type
1 Review RA document , Prototype (if
available) & Functional specifications
100%
2 Review the Application Test Cases 100%
3 Review the Unit & Integration Test Cases sample
4 Conduct Unit and Integration Testing sample
5 Review test results for Unit and
Integration testing
sample
6 Review test Application test results sample
7 Conduct Application testing (pre-delivery) 100%
QAG to give GO-ahead based on above results
QAG – Black box testing

• Designing & keep on improving test case format
• Training how to write clear & crisp test cases
• Writing a good test case is a skill, to be learned
• Test cases coverage to be maximum
• Efficient process of Task, review and rework
• Appropriate & Higher skills is higher productivity
and lesser cost
• Improving skills through sharing experience and
knowledge and by way of training
• Skill enhancement is growth in personality
• Test cases though well written might not cover
100% scenarios, so testers skills can play a role
QAG – Skills enhancement

•Executing Test cases is important process to
check the functionality so test cases to be
reviewed & enhanced
•Phase wise (Unit / Integration/ Application test
cases)
•Module wise matching to functionality
•Aim to cover maximum functionality
Purpose is to
•Track depth of understanding
•To detect gap in understanding the functionality
•Measure defect leakages and
•Raise early warning signals
QAG – review o test cases

• Using apt tools and technologies can boost
productivity considerably
• Your two hands can do a lot, but not all
• Evaluate new testing tools and technologies
• Conduct training on new tools and technologies
• Publish white paper / develop proto application
• Help projects with new tools and technologies
QAG – Tools & Technologies

• Using tools and technologies we can improve
productivity which in turns help to reduce the
cost
Tools
• Code Quality Tools ( Open Source) – Emma,
Junit, Findbugs, Checkstyle, JDepend and CPD.
• Code review checklist
• Recurring Issues Checklist
• Internal Checklist - based on live issues and
testing feedback of previous releases
(knowledge management)
QAG – Tools & Technologies

93
• Need to spread awareness for Standard Code
defect detection & Quality measurement tools
• Emma – Code Coverage Tool to find percentage
of code covered by Junit test cases.
• JDepend – Dependency checker to find
interdependencies within the java code.
• CPD – A tool to find out the duplicate code that
means that bugs can appear in several places.
It means more compilation times & bigger
binaries
• FindBugs – A tool to find bugs in Java
programs. It looks for instances of "bug
patterns" --- code instances that are likely to be
erroneous.
QAG – Tools & technologies

Quality Control

Project RAG Status
NOTE: Pl update the RAG status from spectrum
for last 4 weeks. If any of the parameter is Red /
Amber, pl update the action required and status
for the current week.
Parameter Last
Week -1
Last
Week
Current
Week
Action
Required
Status Target
Date
Budget
Scope
Effort
Schedule
Resource
Quality

• Functionality related gap between expectations
of client and actual delivery
• Defects are injected during Requirement
analysis, High & Low level Design and coding
phase.
• Continuous reviews help to prevent/ remove
defect injection
• Rigorous testing during Unit level, Integration
and application level testing detect the defects.
RA R Desig
n
R Coding R UT IT AT
Achieving Quality

Reviews
• Review helps
• To confirm client’s requirements
• To detect defects in early stages
• To reduce rework at later phases

RA Design Coding UT IT AT
Defectsinsystem
Various Phases of SDLC
To be at better quality after every phase
• Removing defects by reviewing & testing
• From each deliverable
• At each phase
Reviews & Testing

Team structure & reviews
PMO
Reviews
PMO
Reviews
Reviews of deliverables of each member at every
level by supervisor help improving quality
Creating proposal Project Plan, Reports
Following Process & best practices
Review of DD, Coding conventions
Reviews of Proposal; Reports, Escalations
Compliances of the best practices, client
management & business growth
Creating DD, Design Framework, Coding
convention, Reviews of deliverables of
Developers & testers
Creating Specification, Code, Unit
& SI test cases, Testing, etc
Completion checklist, Self review

Reviews
• Assuring:-
• Quality of design document impacts quality of
the code & the test cases.
• To identify the right resource for the reviews
depending on entity to be reviewed
• Assuring incorporating review comments
• Reviews are discontinued when progress is
delayed. To assure to have reviews as planned
• Tracking review efforts & duration for each
entity (like code, unit test cases, etc) (e.g.
review time per page)

Reviews
• Deciding on review density before starting the
activity
• Review comments expected to reduce on
repeat cycle
• Cause for concerns
• No. of review comments & No. of major
comments are not decreasing on progress as
expected is indication of unstable quality
• Volume change of entity (e.g. no of pages for
design doc, no. of test cases, etc) pre & post
review

Code reviews
• Build detailed code checks into the development
process
• Make it impossible to release code that violates
these checks
• Few errors would only be discovered by code
reviews or testing
• Many errors only occurred on specific datasets

Performance testing
• Execute to check performance of each query
• Create database as appropriate
• Compile & Check manually all the queries
individually for performance time, keep record
• Every SQL statement is run against multiple real
world customer databases
• Improve/ optimise the queries
• Log the bugs for worst performing statements

Issue Management
• Issues are restraints to accomplishing the
deliverables of the project.
• Typically identified throughout the project and
logged and tracked through resolution.
Issues impact cost, time, quality, most
important is reputation and branding!
Types of issue – Minor, Normal, Major,
Critical, Blocker
Minor issue is dangerous!

Issues/Risks (non-financial)
Highlight highest risks for management attention

Metrics-Development & Enhancement
NOTE: Pl highlight the summary from the
metrics report
Work
Packets
Effort
Variance
On-time
Delivery
Defect
Density
Field
Defect
Density
Productivity COQ Review
Effective
ness
Goal Actual G A G A G A G A G A G A

Metrics-Maintenance & Support
Provide the SLA compliance summary If you use
any tool provide the snap shot of the same.
The number of tickets includes the new received
in the reporting month as well as the backlog
from previous months
Priority Number of
Tickets/Faults
Response SLA
Compliance%
Resolution SLA
Compliance%
Remarks
Goal Actual Goal Actual
P1
P2
P3
P4

ASSIGNED
INVALID
CLOSED
DUPLICATE
LATER
REMIND
FIXED
VERIFIED
REOPENED
WONTFIX
WORKSFORME
NEW
REASSIGNED
Tester
Upload
Snaps / Doc / XLS ,
Steps to reproduce bug,
Ref. to Db Backup
in CVS
* Bug Detected During
* Bug Injected During
* Severity
PL
Bug Priority
Assigned To (Induced By)
Reassign To
Tester
PL
Developer
Should the
Bug be fixed?
PL
PL
Recurrence
of the Bug?
Yes
No
Yes
No
Upload
Test Result Snap
Ref to Bug Analysis
Template in CVS
Issue tracking flow

Testing Improvements
• PM decides on type of testing - automated or
manual or both
• 400% increase in automated regression tests in
the same efforts
• Tests created for all key business flows
• Created by dedicated product QA teams
• Used for
• Ongoing maintenance/bug fixes
• Platform certification (e.g. Linux)
• Technology certifications
• eBusiness Flows certified prior to release
• Progress measured daily, and reported

Prerequisites of Testing
Test Cases
• Latest & Completed test cases documents from
CVS (or any Configuration management tool)
Test Environments
• Document that gives the details of H/W and S/W
required to start testing
• Identical environment which client would have
while going live
• Development environment
• Testing environment

Flow of Testing
• Test cases
• Test Data
• Unit Testing
• Screen Layout, look & feel
• Screen Validations
• Functionality
• Integration Testing
• Application Testing
• Users Acceptance Testing

Testing Guidelines
Why the testing guidelines?
• “Test cases may not cover 100% aspects thus
extend your thoughts beyond the written
statement of the test case.”

Who should test
There are 2 possible actors
• Developers to execute 100% unit testing
• Reasons being they take the entire ownership of
quality of the delivery
• Second possibility is dedicated testing team
executing test cases
• Testing being skill of expert!

Unit Testing - UI
To use a check list & test for following
• Consistency- Control sizes
• Basic functionalities
• Tables, navigation to next page
• Search listing result
• Validation error message
• Layout (as per Prototype)
• Spelling Mistakes
• Font (Type & Size)
• Icons display
• Color Scheme
• Screen resolution

Unit Testing - UI
• Tab sequence & Text selection
• Links (Check each link to ensure it works)
• Current selection indication
• Alignments (Text, Numbers, Row, Column)
• Compatibility with various browsers
• Duplicate display of information
• Mention of Copyright

Unit Testing - Validations
• Field type & Size (Numeric, Alphanumerical,
Database field width)
• Formatted fields (e.g. Date, E-mail, Phone
Numbers, Security ID)
• Mandatory Fields
• Messaging (Alert, Warning, field message,
message post submissions, sequence, etc)
• Database Records verification
• Verify the values stored in database for Radio
buttons & Checkboxes
• Test spaces trimming (leading & trailing spaces)
• Update By & Update on fields

Unit Testing - Functionality
To use matrix of screens & functionalities
e.g. File Upload/Download
•Try all types of files – image files, office files,
animated GIF
•Try downloading files – verify they don’t contain
garbage
•Search using special characters like (%,_,’ etc.)
Sorting functionality - Check the number of
records before and after the sorting are same
• In case of mailing functionality, check for non-
existing e-mail address. (The mail should be
returned back to some preset mail address)

Unit Testing - Functionality
To use matrix of screens & functionalities
•Test User login Case Sensitivity
•Test the dependant behaviors of the controls
•Enabling / Disabling based on some actions
•Data shown in Popup Screens based on some
actions (Refreshing)
•Language Support Test (Wherever applicable
Japanese / German/ French, etc Input)
•Test readability by changing encoding type in the
browser

Integration Testing
• Refer Integration Matrix while testing
• Enter boundary values (Min , Max, 0 , negative
etc)
• Errors occur when values passed by once
screen are used in calculations on other screen

• Testing Business Transactions
• Refer Screen Flow Diagrams while identifying
Business Transactions
• Identify the User Roles to perform testing (Sales
Person, Purchase Manager, Dispatch Person
OR User , Administrator)
• Ensure Test Data Variety & Test data Volume
• Roles & Rights testing (Test for access rights)
• Logging Mechanism testing (Errors and User
Actions)
• Deployment Testing (Perform Deployment as
per the Deployment Document)
Application Testing

• Application Menu should be in sequence of the
functionality
• User Management->Master Data Mgt-> Order
Entry->Purchase Mgt->Dispatch
• Navigation
• Using Browser ‘Back’ & ‘Forward’ buttons
• Using ‘Back Button’ & ‘Links’ in the application
• Browser dependency
• Test for all the browsers as per client request
(Min should be IE & Netscape)
• Disable Cookies and try to login or perform
Transactions
Application Testing

• Perform transaction using multiple instances of
application, Open other applications like (Word,
Excel, Access, Others)
• Quick Actions in the Application
• Click Submit button twice
• Switch between the screens quickly
• Enter data in one instance & try to see it
immediately in another instance
• Random operations
• Enter any number of characters and click
anywhere
• Clicks on read only area
Application Testing

• Copy Paste of the URLs
• Copy URL after Logging in and paste it in
another instance of browser
• Same operation while in the middle of a
business Transactions
• Session Timeout verification (test for < / = / >
defined timeout value)
• Disconnection Test (to verify there is no
inconsistent data generated)
• Disconnect Net connection in the middle of a
transaction
• Stop Database service while transaction is in
process on the client
Application Testing

• Reports printing
• Print Multiple Pages
• Try to print without installing any printer driver
• Verify Report Margins for the printed copy
• Status related tests (Display only ‘Active’ / ‘Live’
records)
• Multi-user Testing
• Concurrent users (Different users / users with
different roles)
• Concurrent Transactions (Add / Update /
Delete / File Upload)
• Locking Issues Test
• Common Tests…ref file
Application Testing

How Much Testing Is Enough?
• There is always one more bug…
• So how much testing is needed to find “all” ?
• Cost
• Time to market
• Feasibility
• Rate of detection of defects
• Industry-specific standards
• To predict how many bugs will be in a release?
• In order to provide correct budget and schedule
estimates, QA managers need the means to
predict fault levels.

Types of defects
• Blocker
• Severe/ Critical
• Major
• Normal
• Minor
• Trivial
• To publish phase wise defect data for each
module for above types
• Responsibility wise
Sample statistics

Update defect passbook at end of day and check
status and trend
Defect passbook

QAG measures Quality
QAG tracks and measures quality using following
template
Organisation

Quality measurement
No. of defects 1
effort in manmonths 3
Loc per hr 10
Lines of code 4800
no. of defects 1
% of defects to LoC 1*100/4800=2.1%
Achieved quality 97.9167%
• 1 defect detected by customer for 3 man
months of efforts is said to be fairly good quality
• Count each type of defect (minor, normal,
major, critical or blocker) ; Minor defect is worst!

Measure where are you
• To set a quality baseline & remain determined
• To seek feedback
• To measure and conclude current levels from
desired level
• To draw action plan to be at set goal
0
1
2
3
4
5
6
7
8
Vertex NTTD
Desired level
Current Level
Current level Desired level

Aim for Defect Metrics (sample)
Phase Metrics Unit
Lower
Limit
Avera
ge
Upper
Limit
Requirement
definition
Requirement
documents
Review
comments
Per 100
pages
9.8 15 24
Design
Detail design
(DD)
Review
comments
Per 100
pages
7.6 13 21
Program design
(PD)
Review
comments
Per 100
pages
4.9 12 30
Coding
Unit Testing
Test Case
Density
KLOC 65 110 170
Defect density KLOC 3 6.4 9.7
Integration
Testing (SI)
Test Case
Density
KLOC 16 39 92
Defect density KLOC 0.7 2.2 3.6
Testing
System Testing
(PT)
Testing density KLOC 2.3 9.5 39
Bug detection
density
KLOC 0 0.7 1.4
Entity which is measured, can be managed well

Bug content analysis
Phenomenon Action example
Module having
major change
Suspend test work
Review of design document, review of source
code with the designer
Enhanced test according to test items, bug
contents
Test density <
allowable range
Enhanced test according to test items, bug
contents
Bug detection
density is less
than allowable
Enhanced test according to test item, bug
contents
Bug detection
density exceeds
allowable range
As per 1 above

Phenomenon Action example
Bug cause
Problem of
defective
specification
Re-check specifications for client, business
Design document review with an expert
Indetermination of specifications of design
doc. ambiguous part
Bug cause
Problem of
development
from specification
Confirmation of specification to designer
Review of design document & source code
with the designer
Clarification of implementation,
implementation method
Bug - Other than
specification
Thoroughness of walk through and source
code review
Occurrence type
Environment
Specify reason according to occurrence
period, contents
Re-examination of test environment, system

Occurrence type Action example
Operational error,
without reproduction,
identification
mistake)
Review of test item, process
Re-adjustment of design document, test
environment
Educational guidance to designer
Coding/ modification
mistake
Thoroughness of source code review
Occurrence of
important bug that
impacts test
progress
Suspend test work
Review of design document & review of
source code
Enhanced test according to the test item,
bug contents
occurrence of similar
bugs
Check the latency of a similar bug in
another module

• No. of pages/ characters of design document &
LOC of the code
• Check planned No. of test cases (a statistical
index page for test cases shows the progress)
• Test cases planned & actually execution
• To capture No. of test cases executed on daily
basis and cumulative basis
• No. of defects detected on daily and
cumulative basis – check if volume is apt
• Calculate defect density–check if volume is apt
• Check if any delay in execution, understand &
remove the delay
Quantitative analysis

•Check the pending test cases on daily &
cumulative basis – check if volume is apt
•Bug fixing on daily and cumulative basis - check
if volume is less or more
•Check if any delay in fixing, understand &
remove the delay
Matrix Analysis
Test density Low Target value Upper limit
Bug Density -Low Less Bugs
detection
Retest adding few
more test cases
Member skill level?
Target Value Write additional
test cases
Judge verification of
the result qualitatively
Judge verification of
the result qualitatively
Upper Limit Multiple bugs
occurred
Multiple bugs occurred Suspend testing, get
into other measure like
code review, etc

# Category Details Type
1 Specification
Inadequacy
Description Inadequacy Interface Error
Logical Error
Data definition error
Table definition error
Format Error
Others
Wrong description
Ambiguous
Standard Violation
Document not corrected
Document not consistent
2 Issue while
deploying
Slipping over the specification
Lack of understanding the
Lack of confirming the specification
Insufficient investigation of specs
3 Issues
except the
matters
related to
specification
Less knowledge for language usage
Halfway publicize / communication
Standard violation
Not checked while re-using
Not checked while modifying
Unforced mistake

• Root cause analysis – assign root cause to
each bug & conduct analysis (fishbone diagram)
• Severity wise
• Developer wise
• Tester wise
• Defect injection phase v/s defect detection
• Defect injection phase v/s root cause
• Daily status (like a bank passbook)
Defect detected RA-Review HLD, IT -Review LLD, UT-Review Code review UT IT AT
Defect injected
RA
HLD
LLD
Coding

Process
• This PCB is released as Organization PCB
• This PCB should be referred to when providing
Organizational Data to the customers
• Each project depending on the size, complexity
and customer requirement shall define the
metrics for the project.
• This would be done in Process Plan as part of
the project initiation.
• In case the project targets are outside the UCL
or LCL limits an approval would be required
from the respective VP.

PCB Contents
• Productivity Data
• Phase wise effort distribution
• Effort – Actual Vs. Estimated
• Schedule – Actual Vs. Estimated
• Defect Metrics

Productivity Data
LOC/ １ MM
Productivity LCL Target UCL
Java 700 1000 1300
VB.Net 800 1500 2200
C# .net 700 950 1200
C 700 1000 1300
This data applies to all the efforts spent on all
SDLC Phases – from RA to Acceptance testing
To finalise parameters for data to be captured
To create PCB data for each project
Thus organisational data will be created
Analyse & use the data

Plan to Collect Data
• PCB shall be updated every three months, End
of every quarter - Jun, Sep, Dec, and Mar
• For development, testing & maintenance project
• Finalise project metrics during kickoff of project
• The project metrics collection plan shall be
finalized as part of the project initiation process
(Process Plan)
• The projects shall contribute Phase End data or
Milestone data every six months
• To share PCB data during project closure

Project Closure
To conduct a meeting with all stake holders
To share following information estimated & actual
• Efforts
• Schedule
• Defect Matrices
• Profitability
• Client happiness Index
Detailing
• Key learning
• Best performance
• What next?
Remember

Processes

Defining Roadmap
Communication to
management & Sales
Appointing Leader
Team Building
Consensus of Roadmap,
Governance & Operations
Communication to All
Framework (Analysis,
Measurement, Reporting,
Methodologies, Checklist, Team
building, Asset management,
PCB, Calendars,
Institutionalization)
Delivery running
like an Engine
When…time frame

• Determine the appropriate review participant for
each project (Internal customer)
• To receive the review material
• Conduct the timely reviews
• Send feedback review to the project manager
• Interact till all points are closed
• Conclude the review
Process

Process Improvement
• CMMI-assessed organizations measured and
reported clear improvements
• Productivity
• Quality
• Schedule
• Cost
• Customer Satisfaction
• Mean Return on Investment
• measured = 4.8 : 1
• Varies from 2:1 to 27.7:1!
• They say, quality is free!

Quality Management, Control & Assurance
Measurement & Analysis
Prevention & Improvement
Quality Management, Control & Assurance
Measurement & Analysis
Prevention & Improvement
Process change
Initiatives
Acceptance
Process change
Initiatives
Acceptance
Process Improvement
Training & Education
Implementation
Process Improvement
Training & Education
Implementation
StructureStructure
People
Skills
Performance
Reward
Development
Leaders
People
Skills
Performance
Reward
Development
Leaders
Software
Solutions
Deliveries
Client Delight
More
business
Software
Solutions
Deliveries
Client Delight
More
business
Project Management
Plan, Track, Monitor & Control, Communication
Effort, schedule, Quality, Cost, Resource, Risk
Project Management
Plan, Track, Monitor & Control, Communication
Effort, schedule, Quality, Cost, Resource, Risk
Business process improvements

Unique Innovative Functionality
1
1
2
Telelogic provides key functionality
• CMMI compliance
• Strategic QA
• Project scheduling
• Effort estimation
• Causal analysis
• Process enforcement
• Duplicate management

ISO9000-
2001
Certified
SEI CMM
IV
Ability
SEI CMM V
(Target)
dd-mm-yyyy
(Target)
dd-mm-yyyy
• To prepare a realistic plan with target dates
• To seek consensus from all stake holders
Quality certification

• Capability Maturity Model – A non prescriptive
Reference Model or a framework
• In-built flexibility allowing organizations to define
their own processes, templates, forms, reports
etc. to suit their needs, culture, practices etc.
• Different models for different purposes
(Software Development, IT Services, People
Management ,etc.)
• Based on evolutionary improvement path
• Focus is on the organizational process maturity
and not on individuals / individual services or
projects
CMM - Overview

5 - Optimizing
4 - Managed
3 - Defined
2 - Repeatable
1 - Initial
ContinuouslyContinuously
ImprovingImproving
PredictablePredictable
Standard, ConsistentStandard, Consistent
Disciplined ProcessDisciplined Process
Ad-hoc ProcessAd-hoc Process
Five steps staged Framework

CMM
Level 3 – Defined
-- peer reviews, intergroup coordination
-- software product engineering
-- integrated software management
-- training program
-- organization process definition & focus
Level 2 – Repeatable
-- software configuration management
-- software quality assurance
-- software project planning, tracking and
oversight
-- requirements management
Level 1 – Initial

CMM
Level 5 – Optimizing
-- process change management
-- technology change management
-- defect prevention
Level 4 – Managed
-- software quality management
-- quantitative process management

Audit-Definitions
• Discrepancy: a condition averse to quality,
violation of specified requirement, because of
• Lack of system/ method/ procedure - this is
system discrepancy
• Lack of implementation or practice not in line
with the intent - implementation discrepancy
• System or practice is not effective -
effectiveness discrepancy
• Non Conformance (NC)
• Clear case of deviation from the stated
intentions or arrangements (plan) or absence of
a system to meet the requirement

Audit-Definitions
• Major NC: Significant non-compliance with
specified requirement & failure of system
• Significant number of instances of minor failures
• Minor NC: minor problem warrants for attention
• an isolated witnessed incident of failure to
comply with the procedure
• Small deviation, which if left unattended, could
lead to a problem in future or a failure in some
part of the system
• Observation : Factual information gathered
• Strengths :Practices observed that are better
than the normal

Audit-Definitions
• Correction
• Refers to repair, rework, or adjustment and
relates to the disposition of an existing non
conformity
• Corrective Action
• Relates to the elimination of the causes of a non
conformity
• Preventive Action
• Action taken to eliminate the cause of a
potential non conformity, defect or other
undesirable situation in order to prevent re-
occurrence

Audit Process
Audit PlanningAudit Planning
Audit ReportingAudit Reporting
Audit PreparationAudit Preparation
Audit ExecutionAudit Execution
Audit Follow-upAudit Follow-up
Audit AnalysisAudit Analysis
Corrective /
Preventive Actions
Corrective /
Preventive Actions

Process Improvements
• Iterative Build Process
• For Each Build
• Upgrade Previous Versions
• Installation Tests
• Automatic Coding Standards Checkers
• Review Documentation
• Consulting Tests Setups & Flows
• Central QA Tests Flows
• Product QA Teams Test Flows/Products
• Measure Everything
• Install Issues, Product Bugs, % Tests Complete

Development Process Overview
Product Deliverables
•Prioritized
List of Release
Candidates
•S & A
documents
for Release
Candidates
•Preliminary
Release Plan
•S & A
Review with
Key Sponsors
•Updated
Release Plan
•Database
Diagrams
•High Level
Designs
•High Level
Design Review
•Final
Release Plan
•Detailed
Designs
•Detailed
Design Review
•Unit and System
Test Plans
•Coded
Modules
•Formal Code
Walkthrough
PreliminaryPreliminary
Release PlanningRelease Planning
StrategyStrategy
& Analysis& Analysis
High LevelHigh Level
DesignDesign
DetailedDetailed
DesignDesign
BuildBuild
DesignDesign
Applications Development Process
Bug/Error Feedback Loop
Customer Feedback
Milestones

Development Process Overview
Product
Deliverables
•Certified
Unit Tests
•Completed
Unit Test
Checklists
•Certified
System Tests
•System Test
Regression
Tests
•Certified
Integration Tests
•Integration Test
Regression Tests
•Completed
Performance
Tuning
•Product
Documentation
•Satisfactory
Feedback
•Final Product
Documentatio
n
(Bound)
•Shipping
Applications Development Process
SystemSystem
TestTest
IntegrationIntegration
TestTest
CertificationCertification
TestingTesting
Unit TestUnit TestBuildBuild
ProductionProduction
ReleaseRelease
TestingTesting
Beta/Beta/
CertificationCertification
Bug/Error Feedback LoopCustomer Feedback
Milestones

Experience – case study

The mistake made
• Manager makes mistakes in project execution
• Wrong estimation
• Not freezing the requirements, specifications &
documentation and sign-off
• Timely team building & Resource talent
• Research on technologies, Implementing coding
conventions
• Critical reviews and Traceability between RA,
design & coding
• Quality Assurance & Control; Process
compliance
• Client expectation management

The problems faced
• Limited budgets of client
• Requirements changes
• Increased the development time & efforts
• Potential to make system unstable
• Implementation of few functions which could be
taken in next phase
• Project tracking became difficult; lot of time of
project manager spent with client in VC
meetings

Issues & resolution
Issue Resolution
Educating managers Training & sharing case study
Budgets on quality Need to be budgeted
Parameters measurement Create format, assign responsibility
Authority & responsibility To authorize PM/DM while expecting
responsibility
Too many interventions to be avoided
Bandwidth of PM Dedicated front end team member for
client communication & reporting
PM must focus in managing project
Estimation skill Education, Experience, Training
Reviews of every
deliverable
Audits and measurements

Software Problems
• No “fundamentals laws” of software
• - Complexity
• Extreme modifiability
• - Software is easy to change
• - Difficult to control changes
• - Significance of changes
• - Defects
• Technology churn
• - Structured development process plus testing
• Very low manufacturing cost
• - Software quality: Primarily a design issue
• No borders -----Philippe Kruchten

Several serious problems happen in real project.
Cost
20MM
(Client)
20MM
(Client)
65MM (Org)65MM (Org)
Estimation
Scope
A lot of
discussion
happened
A lot of
discussion
happenedGap
can’t charge
additionally
can’t charge
additionally
Losing business
& Relationship
After
External
Design
After
External
Design
A lot of
request
comes
A lot of
request
comes
Analyze
CR or
Defect
Analyze
CR or
Defect
Almost
of them
are CR
Almost
of them
are CR
Spent
much
time
Scope is
increasin
g
Spent
much
time
Common problems

Schedule
Cost and Scope
is increased
Cost and Scope
is increased
A lot of
discussion
happened
A lot of
discussion
happened
Spend
much time
Schedule
remains
the same
Phase I Phase II
ED, ID,
Coding
UT, SI
Common problems

A lot of problems
in Cost and
Schedule
A lot of problems
in Cost and
Schedule
Before handling only on quality issue, we need
to tackle the bottleneck real issues
Before handling only on quality issue, we need
to tackle the bottleneck real issues
Objective
Deliver realistically and success fully
Quality ImprovedQuality Improved
OutputOutput
Missing
•Coding Standard
•Strict Process
Missing
•Coding Standard
•Strict Process
Focus on the serious
issues in Kaizen Activities
Focus on the serious
issues in Kaizen Activities
95 % 5 %
Conclusion

Strategic Quality Planning

Strategic Quality Planning
Vision Development
Through Quality
Innovations
Vision Development
Through Quality
Innovations
Corporate
Strategies
Corporate
Strategies
Quality Strategy
Development
Quality Strategy
Development
Quality Performance
Objectives
Quality Performance
Objectives
Performance
Measurement
Performance
Measurement
Quality Action
Plans
Quality Action
Plans
Key
Stakeholders’
Feedback
Key
Stakeholders’
Feedback
Quality Initiatives
Identified
Quality Initiatives
Identified
Staff
Engagement
Staff
Engagement
Benchmarking
(e.g. AUN-QA)
Benchmarking
(e.g. AUN-QA)
AlignmentAlignment

Services to achieve quality

Services to achieve Q

How..delivery mechanism

Simple things…governance

Cheers- delegate & motivate
How to delegate effectively
Choose Resource based on track record & potential
Communicate
clearly
Communicate expectations clearly, exact nature
of the tasks, Avoid ignorance
Set realistic
targets
Understand potential, capability, experience &
energy while setting the tasks
Monitor
progress
Indicate clear milestone, define % completion in
agreement, check list to declare the completion
of the tasks, seek inputs on daily basis
Get & give
feedback
Seek updates on performance, check the results,
ask the supervisor & give feedback setting /
reminding the expectations
Encourage
accountability
Encourage commitment & time from team
members to complete the tasks as planned; to
cover up if lagging, challenge their ownership

Cheers- delegate & motivate
How to motivate the team
Question
motivation
Understand reasons liking of challenges, status of
the assignment, recognition, salary, security &
stability. Understand liking & disliking & act; demand
high standards of them & encourage hard work,
think something new always.
Recognize
good work
Credit members for the tasks well done, be specific
on compliment,
Steer them Understand the resistance to change, get the
agreement sharing the cons of the old system,
support while establishing the change
Encourage
change
Select employee who dares & like the change,
Support & guide to take more, share success story
Set up
appraisals
Appraise regularly, focus on hard facts & quantify.,
set up measurement

Top items to achieve Q
• Quality drive across organisation- Ownership &
first time right drive culture
• Reviews – Proposal reviews by DM, process for
marking completion of the tasks using check list,
Special attention for understanding/confirming
the requirements; Brainstorming sessions,
reviews of RA & DD & SI test cases (PL), Self
review for LLD, Code, Unit test cases, testing
for developers, audits of these phases;
• Framework for communication & governance
• Project monitoring office implementation

Top items to achieve Q
• Establishing quality framework (processes,
measurement, analysis, preventive & corrective
measures, tracking & closure and audits)
• Project Cost Estimation & proposal
• Software Project Planning, Project Tracking &
Scheduling, Requirements Management
• Development, reviews & testing
• HR & RMG framework & Project Structure –
Assigning sr manager to each projects &
teaming with Sales, Account managers & OSC
• Education of PM & resources
• Governance- To be scalable

Q1-Q2 Q3 Q4
Focus on Basic
Project Mgmt, Risk
Mgmt. & Customer
Mgmt
Implementing the
learning & best
ways
Define Org. wide
Processes &
Review / Control
Awareness,
Training & Pilots
(SST, Sales,
PMPL)
Strengthen
Delivery Mgmt,
QMG, TMG, & &
coordination
Governance &
coordination
Continual
Improvement
Stringent
Implementation
of Processes &
best practices
Reorganize and
Strengthen Talent
& skilled resources
Delivery Organisation Road Map
Predictable,
Repeatable,
Reliable Defined,
Managed,
Optimised
Quality Schedule
Customer
Satisfaction
Successfully
Complete Current
Projects & get
stability in
Delivery Org.
Improve
Repeatability /
Reliability in
Delivery
Organization

Vision
Knowledge/Tech.Management
Right Facilities
Right Skills / Motivation
RightManagement
(Plan/Measure/Control)
Right Processes
Right
Communication
Trust and Comfort Feel
QualityofResponse Value for Money
Tech./ Domain Skills / Experience
SpeedofResponse
Human Resource Management
Facility/Infrastructure
Right Skills / Motivation Finance Management
EXECUTION
MARKETING
ORGANISATION
 Minimum Defects
 Timely Delivery
 Minimum TCC

Thank You
Author has worked at as Sr management professional
Vertex Software, now NTTData
Tech Mahindra
SoftBridge Solutions, India
& extremely thankful to these organisation for offering exciting
opportunity to work in related areas, gain experience & contribute
& a gentleman having deep passion about quality..Mukand
Bhagwat

Making earth softer through quality guidance

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