innovative practices in software quality facilitation
TRANSCRIPT
![Page 1: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/1.jpg)
A Practitioner's View
Innovative Practices in Software Quality Facilitation
![Page 2: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/2.jpg)
What’s inside!
▪ Our Identity
▪ What is (Un)Conventional ?
▪ (Un)Conventional Best Practices
▪ The Next Big Thing
▪ Summary
![Page 3: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/3.jpg)
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
![Page 4: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/4.jpg)
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
![Page 5: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/5.jpg)
What is (Un)Conventional ?
▪ Conventional Practices
– Prevalent in the industry
– Traditional
– Frequently Practiced
Un-conventional Practices
Non Traditional –
Rarely Evidenced –
New –
![Page 6: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/6.jpg)
Process Definition
Process Facilitation
Process Complia
nce Review
Internal Audit
Process Innova
tion
Pillars of Quality Assurance
![Page 7: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/7.jpg)
Process Definition
![Page 8: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/8.jpg)
Process Definition
▪ Conventional
– Engaging Practitioners for process improvements
– Mapping the models, standard and frameworks as per Business needs
![Page 9: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/9.jpg)
Process Definition
▪ Un-Conventional
– Monthly Hotfix to ensure process is ready for operational use
– Business Process Architecture Diagram
![Page 11: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/11.jpg)
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
![Page 12: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/12.jpg)
Process Facilitation
▪ Un-Conventional
– Framework for Workload Distribution
![Page 13: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/13.jpg)
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
![Page 14: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/14.jpg)
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
![Page 15: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/15.jpg)
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
![Page 16: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/16.jpg)
Process Facilitation
▪ Un-Conventional
– Framework for Workload Distribution
– Facilitation Log for all projects and support groups
– SLA for Facilitation findings
![Page 17: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/17.jpg)
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
![Page 18: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/18.jpg)
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
![Page 19: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/19.jpg)
Closed Open
Project List Count of
Status
Count of
StatusK1 K2 K3 K1 K2 K3
Project1 20 13 7 2 1 4 7 74% 2 0 2 4 3 87%
Project 2 88 66 22 0 4 0 4 96% 0 1 0 1 3 97%
Project 3 19 11 8 1 1 2 4 83% 1 0 1 2 2 90%
Project 4 29 5 24 0 1 1 2 94% 0 0 0 0 2 94%
Project 5 96 78 18 1 1 0 2 98% 0 1 0 1 1 99%
Project 6 4 4 0 0 3 1 4 50% 0 1 1 2 2 67%
Project 7 26 26 0 0 3 2 5 84% 0 0 1 1 4 87%
Project 8 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 NCTotal
Count of
IQA NC
DRE
IQA NC mapped 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%
![Page 20: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/20.jpg)
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)
![Page 21: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/21.jpg)
Process Compliance Review
![Page 22: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/22.jpg)
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
![Page 23: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/23.jpg)
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
![Page 24: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/24.jpg)
Internal Audit
![Page 25: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/25.jpg)
Internal Audit
▪ Conventional
– Annual Internal Audit Plan
– Trained Auditors from Quality Team
– Internal Auditors Training
– Audit tool for planning / executing / tracking the NC’s
![Page 26: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/26.jpg)
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
![Page 27: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/27.jpg)
Process Innovation
![Page 28: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/28.jpg)
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
![Page 29: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/29.jpg)
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
![Page 30: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/30.jpg)
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
![Page 31: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/31.jpg)
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.
![Page 32: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/32.jpg)
Clicked @ Bookathon
![Page 33: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/33.jpg)
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
![Page 34: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/34.jpg)
Summary
Pillars of Quality
Business Process Architecture Diagram
Facilitation Log & SLA’s
Internal Audit’s
CwQ, R2Q, Bookathon…
![Page 35: Innovative Practices in Software Quality Facilitation](https://reader030.vdocuments.site/reader030/viewer/2022032505/55c6234cbb61ebc9338b4721/html5/thumbnails/35.jpg)
Thank you