QMS Orientation Trng -Induction Sep07

Protection notice / Copyright notice

QMS Orientation

Induction – Sep 2007

Page 2 Sep 2007Protection notice / Copyright notice

P&QFor Internal Use only

Course Objective

To enable participants understand the SISL Quality

Management System and apply this knowledge to execute

project activities effectively



Why do we need Process?



The Story of Four Men

This is a story of four people named Everybody, Somebody, Anybody and Nobody.

There was an important job to be done and Everybody was sure that Somebody would do it.

Anybody could have done it, but Nobody did it.

Somebody got angry about it, because it was Everybody's job.

Everybody thought Anybody could do it, but Nobody realized that Everybody wouldn’t do it.

It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.



Sense of Direction

“If we do not know where we are going any road will do”“If we do not know where we are, a Map won’t help”

– Watts Humphrey

How do I figure out where I want to go?How do I figure out where I want to go?



Quality Management SystemQuality Management System



Evolution of QMS

Process Handbook (PHB)from SNI AG, Mch

ISO 9001:1994Compliant

QMS

SEI/CMM L5CompliantQMS Plus

ISO 9001:2000 Compliant QMSFW

CMMI Compliant QMSFW+



QMS Document Structure

Policy

Processes

Processes Assets

Processes Database

Quality Manual

Templates, Guidelines,Checklists, Forms

Metrics, Lessons LearnedTraining Material, Knowledge Manager

Procedures



SISL Quality Policy

SISL shall endeavour to deliver high quality solutions and services to its customers on time and in a consistent manner. This shall be achieved through a documented Quality Management System that supports continual levels of improvement across all business processes. SISL shall ensure customer delight by working and partnering closely with them; while striving to develop competencies and improve employee satisfaction.

Refer Quality Manual



Project Management ProcessProject Management Process



A project consists of a managed set of activities undertaken, and a clear scope to:- create a product,- deliver a service, or- achieve a business result, - and to achieve specific objectives and completion criteria

within specific time, cost, and resource constraints

A project is characterized by:- clear definition of tasks- defined duration with an end date- agreed effort and cost estimation- clear responsibilities

What is a Project?

Refer Procedure for Project Planning



Project Management

PlanningPlanned Documents (Project, Quality, Configuration, Test)Project Scheduling & Tracking

Risk & Issue ManagementRisk Management Plan covering Risk Mitigation and Contingency Planning

Process TailoringTailoring of QMS processes and documents to suit customer and project requirementsIdentification of Customer standards and templates (if any) to be used.

Plan documents –

•Project Plan

•Quality Plan

•Configuration Management Plan

• Test Plan

•Project Schedule

•Risk Management Plan

•Tailored Documents

PS: Templates for all the planning documents are available on QMS Portal.

Tailoring Matrix

PQR_Template

PP_Template

RiMP_Template



• Requirements Management

• Estimation

• Risk Management

• Project Organization

• Project Quality Planning

• Project Planning

• Project Tracking/Escalation

• Reviews

• Purchasing

• Training

• Handling Customer Complaints

• Measurements

Project Management Processes



• Configuration Management

• Document & Data Control (Projects & QMS)

• System Administration

• Management Responsibility

• Internal Quality System Audit

• Process Improvement & Maintenance

• Life-Cycle Activities

• Testing

• Acceptance

• Replication, Delivery and Installation

Other Processes



Project Classification

Team size >20 10< Team size <=20 Team size < = 10 Duration > 6 Calendar Months

Large Large Medium

3 Calender months <= Duration < = 6 Calender months

Large Medium Small

Duration < 3 Calender months

Medium Small Small



Process Tailoring – Definitions

OSSP (Organization’s Standard Software Process) : Inventory of building blocks (process pieces and support tools)

Tailoring : Creating a process description (PDSP – Project’s Defined Software Process) by adding, deleting or modifying the activities of a process, such that the resulting process is better suited for the project for achieving its goal.

Tailoring Guideline : Permissible rules for changing the standard process of a project. Evolved to control the deviation from the OSSP through tailoring.



Organization’s Standard

Software Process

Process Database(Processes & Procedures

TemplatesMetrics

Project Data)

Project’s defined Software Process

Project’s Software Development

PlanFeedback,Change Requests

Project Life CycleMetrics

EscalationTemplatesMethods

TailoringGuideline

Project Tailoring & Process Database

Refer Procedure for Process Tailoring, and SBU Process Handbooks



Estimation is a measure to quantify software• Size• Effort• Schedule• Cost• Productivity

Estimation is required: To determine if planned features are realistic in terms of

Resources (Effort) Schedule, and Cost

To determine resource planning during phases To allow project monitoring and controlling

Estimation Model (Historical data) is used to arrive at effort and defect estimation,

based on size input

Estimation

Refer Procedure for Estimation



Risk Management is a proactive approach towards damage controlUnder risk management following activities are required to be carried out:

Identify risks Analyze risks Plan risk mitigation Assess effectiveness of mitigation

Standard risks (Most Likely Risks) Functional Coverage/ Scope definition Schedule Financial (Cash Flow, Budget, Payment) Technology/Experience Performance Manpower

Non-standard risks are project specificRisk Register is maintained to gather experience across projects, at

Business Unit and Organization level

Risk Management

Refer Procedure for Risk Management



Project Organization & Stakeholders

Project Organization defines the roles and responsibilities of project personnel

SM is responsible for selecting and implementing the Organization Structure for his project

Project Manager documents the organization structure in the project plan based on projects needs and constraints

Key Stakeholders in the Project are:

External - Customer, Suppliers

Sales, Marketing and Account Management

Project Team – SM, PM, ML, Developer, Designer, Tester, QA, CM

Other Stakeholders – Corporate, SBU-Head, P&Q, F&A, HR, System Administration

Refer Procedure for Project Organization



Quality Plan acts as the base document for a project Assists to plan & conduct quality assurance activities

Project Quality Plan includes: Quantitative Quality Goals - Product & Software life cycle Tailoring/Deviations in project QA Schedule - PES, Review & Audit schedule Quality Gates Defect Prevention & Lessons Learnt from previous projects Standards to be followed in the project

Quality Planning

PQP_Template

Refer Procedure for Project Quality Planning



Project Goals

• Project Goals are tailored from the SBU level goals based on project needs and constraints • Goals are defined in the Project Quality Plan and tracked monthly• Analysis is carried out by the PQM to plan for actions in the event of deviations.

Project GoalsBusiness

GoalsSPI Plan

linked part of



Standardizes pattern of coding thus ensures coding consistency by developers Reduces coding time Helps in maintainability of code Lessons learnt from past experience goes into the guidelines – prevents coding defects and helps code optimization. Improves readability and thus decreases review time Org. Level guidelines & Project Level guidelines --- Tailored to suit project specific requirements (incorporating the client specific / project specific requirements)

Importance of Guidelines/Standards



QuizQ1 The organization level goals are defined in:

a) Software Process Improvement Plan

b) Quality Mgmnt plan

c) Procedure for Process Database

Q2 Project Quality Plan includes:

a) Quantitative Quality Goals - Product & Software life cycle

b) Tailoring/ Deviations

c) Both the above

Q3 Some standard risks are related to:

a) Resource

b) Performance

c) Both the above



Project TrackingProject Tracking



Project Management - Reporting

Technical ControllerTechnical Controller

P&Q HeadP&Q Head

System ManagerSystem

ManagerSystem

Manager …System

Manager …

SBU HeadSBU Head

Project ManagerProject

Manager

Project TeamsProject Teams

Project Manager …

Project Manager …

Config. ManagerConfig.

ManagerTest

ManagerTest

Manager

Project Quality

Manager

Project Quality

Manager

CustomerCustomer

PR

PPR PQR

CQR

Refer Procedure for Escalation



PES is a milestone decision meeting

PES committee consists of SM, TC, FC & PQM. Any other person who can add value to the PES may also be included, like HR and System Admin representative.

PES involves the following decisions by PES committee:

determining the status of the results and deciding on acceptance of the finished process steps

checking planning and deciding on release of the planned process steps.

Four types of PES are:

Start, Status, Acceptance and End

Start & End PES are mandatory

Aligned with Quality Gates

Start PES – QG2, End PES – QG5

PES – Phasen Entscheidung Sitzung

Project Tracking - PES

Refer Procedure for Project Tracking



A Quality Gate in simple terms is a checkpoint performed at defined milestones within a project to ensure that the (interim) results of the milestone are achieved as per the plan.

The results are assessed with regard to the quality and completeness, to make decisions on the next steps.

What is a Quality Gate?

Refer Procedure for Project Tracking



Quality gates:

Enable a structured quality assessment of the work products Highlight any non-conformances Indicate risks upfront Trigger actions required to address lacunae Force the initiation of preventive measures

Benefits of Quality Gates



Positioning of Quality Gates C

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Configuration ManagementConfiguration Management



Configuration Management is the art of identifying, organizing and controlling modifications to the software and its work products being built

Key components of Configuration Management Plan:

Software work products to be placed under configuration library – Configurable Items (CI)

Process for entering and checking out any object from the Project Library

Project Baselines

Change Control Strategy

Backup & Restoration Process

Release Management

Configuration Audit Schedule

Configuration Management

Refer Procedure for Configuration Management

Release Notes



Life Cycle ModelsLife Cycle Models



A software life cycle is the period of time that begins when a software product is conceived and ends when the software is no longer available for useSoftware Life Cycle Model - The set of generic development activities to be used on software projects and the order in which they are applied.

Life Cycle ModelsWATERFALLV ModelIncrementalAgile

Life Cycle Activities



Quality AuditsQuality Audits



Check conformance of practices w.r.t defined QMS standards

Verify effectiveness of Quality system in meeting quality objectives

Identify areas of Improvement / Strengths

Project Audits

–Process Audits – Bi-annual

–Internal Audits - Bi-annual

–External/Surveillance Audits – Bi-annual

Other Audits

–Config audits by PQM

–Audit of System Administration, Purchasing, Training etc.

–Risk Audit, Audit by Senior Management

Yearly audit plan is available on QMS Portal

Quality Audits

Refer Procedure for Internal Quality System Audit



Completion PhaseCompletion Phase



Project Closure is an important phase of the project It signifies completion and needs to be done in a structured way

Activities performed during Project Closure

– Acceptance Certificate from customer

– Customer Feedback

– Capture of project related experience and information, in the form of Lessons Learnt

– Transfer of Project team to new assignments

– Return of Project assets to owners

– Updation of Organization Process Database (lessons learnt, DAR reports, Project Metrics, Project Risks, etc)

– Closure of contractual matters, if required

– Archiving of project assets

– End PES is held

Project Closure



Lessons Learnt

Project Information================Project NameDomainProject Type (Prototype /Enhancement / Development /Maintenance)Duration of the ProjectProject Start DateProject End Date:

Customer Information==================Name of the CustomerCustomer Category (New / Existing)

Lessons Learnt during the Project Execution=====================================

No. of Risks identified at the initial stageNo. of Risks EncounteredProblems Encountered (Apart from Risks)Solutions Offered to the problemsOpen Points / Issues (Where solution not found)Customer’s Support towards the projectAchievements of the Project Team (Including Customer Satisfaction)Recommendations of the Project Manager



Continuous Process ImprovementContinuous Process Improvement



What is Process Performance?

It indicates the stability and capability of processes within an organization

Process Performance involves:

Identification of Quantitative metrics for monitoring quality and process

performance at the SBU Level

Identification of Sub process monitoring at project level for statistical

analysis

Process Performance

PCBs (Process Capability Baselines) are generated to analyze process behavior of completed projects



What can be improved ? Reducing Development Cycle (Control Time, Cost, Quality) Improving Productivity through Reduced Effort/Cost Reducing Variation by stabilizing processes Reducing slippage in defects Increasing Resource Utilization

What are Methods ? Use of Tools and Technology Statistical analysis and action planning Causal Analysis and Resolution – Preventive measures Innovative Training Methods Initiatives

Process Performance Improvement



Process Change Triggers

ISO 20K

ISO 27001

P-CMM

CMMI

Standards

Bu

sin

ess N

eed

SMS SLC

QSIT (FDA)

Others

Initiatives

FIT4More

PM@Siemens

Tools

Technologies

CAR (Corrective Action Request) is raised to initiate

process change in QMS

Project QA

Employee Feedback

Metrics, Audit

Defect Prevention

Feed

backsRefer Procedure for Process Improvement

& Maintenance



Templates for Technical documents Procedures for guidance List of Deficiencies (LOD) and Review Report Document Guidelines Coding Guidelines and Standards Raising Corrective Action Requests (CAR) Viewing the status of NCs Project Documents Knowledge Repository, Metrics Repository Estimation Model Lessons Learnt Training details and training material for self learning

How to use the QMS



QuizQ1 The CAR mechanism is defined in the following procedure:

a) Software Process Improvement Plan

b) Procedure fro Defect Prevention

c) Procedure for Process Database

Q2 Frequency of surveillance audits is:

a) Once a year

b) Once in two years

c) Once in 6 months

Q3 Quality Gates are aligned to:

a) PES meetings

b) Project Review meetings

c) Board meetings



QMS Site DemoQMS Site Demo

QMS Site: http://132.186.193.50/http://intranet.sisl-qms.siemens.co.in/

Contents for QMS Site Demo a: Login / Registration / Password/profile updateb. Accessing procedures and process assetsc. Updating project catalogues / repositoryd. Knowledge database (Car/Checklists/Coding Guidelines / Planning and tracking guidelines)e. Training related



QMS Portal – Home Page



Any Questions?



Thank you for your attention!Thank you for your attention!

QMS Orientation Trng -Induction Sep07

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