Professional Documents
Culture Documents
Compuware Chicago - Santosh Bungle Presentation
Compuware Chicago - Santosh Bungle Presentation
A Wipro Perspective
Agenda
Customer Interests
What resonates with customers
Why Should you listen to us Introduction to Quality Methodologies Applying Quality to IT Service Management
Brief Introduction and live example
Reality Check
Where are our customers spending money
2006
2004
16593 Employees
9934 Employees
2000
1998
1995
4 3 2 1 0
2000-2001 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 Delivery 3.95 4.27 4.35 4.05 4.16 4.09 Quality 3.86 4.13 4.21 3.88 3.88 3.88 Service 3.91 4.2 4.38 3.88 3.97 3.91 Overall 3.85 4.27 4.31 4.1 4.18 4.18
100
80 60 40 20 0
Flexibility
Maintenance
Reduced risk
Agile
Efficiency
Improved productivity
Lean
Direction
Reduced defects
Six sigma DMAIC Six sigma DMAIC BS 15000/ COPC ISO BS 7799
System
CMMI
Better visibility
ISO basic foundations of documented systems CMM & CMMI software engineering practices Six sigma customer focused data driven time bound improvements Wipro is an ideal company to profile when looking at quality initiatives Lean for org level waste elimination & continual improvement because of its commitment, focus Agile to build in flexibility and adaptability and experience on companywide, comprehensive quality processes and certifications No single Holy Grail but a single flexible system
9
Industry Acknowledgement
15,000+ employees trained in Six Sigma methodologies 328 certified black belts and 10 master black belts Over 700 PMI certified consultants, highest in India 33% business parameters for the Wipro CEO relate to quality
2005 CMMI 1.2 Global Assessment at Level 5 2006
2003
Among the first few organizations in the world, to be globally certified at Level 5 of SEIs CMMI V 1.2 model released in Sep 06
2000 1998 Worlds first software services company to be assessed at SEI CMM Level 5
2001 The best in people processes Worlds first PCMM Level 5 company
Infused Statistical Rigor into Management Software process achievement Award from IEEE USA Orthogonal Arrays DMAIC/ DSSS+ frameworks launched
Studied Toyota Manufactu ring System ) Lean Pilots Wipro Way Agile
BS 7799
SW68
ISO 9000
CMM Level - 3
CMM Level - 5
6 Sigma
Methodologies for software
TL9000 PCMM Level 5 Efficiently On time every time Right the first time
SPA Award
Lean
Statistical Rigor Lower development cost Lower schedule overrun cost Lower maintenance cost
3 s
Higher this number, Lower the chance of producing a defect
6 s
Define
Case for Action
Measure
Learn about the Y
Analyze
Learn about the X
Improve
Prove the Solution
Control
Sustain the Solution
List of Processes
Priortisation
Dependency Efficiency
Put controls in place to maintains improvement over time Recommend the process and complete sign-off Document & Transition Tools
Control charts Visual Controls
Tools
Pareto Charts Process Capability GR &R
Tools
Benchmarking and Surveys Value Stream Mapping
Better
Actual Target
Control plans
PERFORMANCE MEASURE
Availability Metrics
Post WWII, Taiichi Ohno creates Toyota Production System (TPS) 2004, TOY cuts car lead time to 12 months vs. 24-36 for competition
What is Lean ?
Muda (Waste)
Mura (Variability)
Muri (Overburden)
Self-Organizing Process
Types of Waste
Lean categories
Application to IT
Extra Features, Features that no one uses Building the wrong thing, waiting for FTP/copy etc
Task Switching, walking, searching for info, manually done when it can be automated Partially done work, not released for further activity,
Overproduction Transportation Motion Inventory Waiting Over-processing Defects Unused employee creativity
Equipment/resource not working, Waiting for info../ work completion Documentation/unused artifacts, code that not part of final product, Unnecessary meetings Defects, Rework Patterns and solutions identified not implemented
Value
60%
Level 3 Level 2 Level 1
Service Proactive
Analyze Trends Set Thresholds Predict Problems Measure Application Availability Automate Mature problem, Configuration, Change, Asset performance Management Process IT as Service Provider Define Services, Classes, pricing Manage Costs
IT as Strategic Business Partner IT and Business Metrics Linkage IT / Business Collaboration Linkage improves business Processes Real-time Infrastructure Business Planning
Reactive
Fight Fires Inventory Desktop Software Distribution Initiate Problem management Process Alert and Event Management Measure Component Availability (Up or Down)
Chaotic
Adhoc Un-Documented Unpredictable Multiple Helpdesks Minimal IT Operations User Call Notification
Guarantee SLAs
Measure and report service availability Integrate processes Capacity management
Manage IT as Business
Service Delivery Process Engineering Operational Process Engineering Tool Leverage Source: Forrester Research; Adapted by Wipro
Proactive
Analyze Trends
Set Thresholds
Predict Problems Measure Application Availability Automate Mature problem, Configuration, Change, Asset performance Management Process
Lower Spec. Limit
Paretto Charts
Upper Spec. Limit
Control Charts
Globally 4651 Failures P&L SLA Breaches from June 4 18 June 2007 APAC Failures and reruns, last 6 months region wise
Issues Closed 13 Dec 06 to 20 June 07 Total Issues Raised Restart as Resolution Follow up recorded for "Action needed" "Waiting for action" 993 53.9% 9.8% 2.1% 1.3%
81% Issues closed without RCA 19% Issues undergone preliminary analysis
23
Out of memory errors. Environment issues with DB Engine / CPU Power Z % of overall issues
30%
25% 20%
27%
Definitions:
All Processes holistic process solutions Transition to Support: ensuring support organization is ready to absorb new product. (Power change / release management)