How To Incorporate A Quality Transformation Into Your Organization

1. How To Incorporate A Quality Transformation Into Your Organization Monica Turner Hill, PMP Director of Quality Cingular Wireless

2. The Cingular Wireless Approach to Process Improvement • The Approach • The Measures • Cingular Wireless Statistics • Goals and Accomplishments Monica Turner Hill, PMP Director of Quality Cingular Wireless

3. The Forces of Change The systems involved in a development effort is expanding within your organization and external some with forces of Ecommerce Business Need to develop more and test better is here... Competition Your Development Organization eCommerce Cost Systems Beginning the Quality process at the start of a project will reduce the cost of Quality Internal application and system changes to platforms, processing and interfaces

4. Quality Transformation - Key Objectives • Execute a Quality process to ensure that your development cycle is properly alignedto support your business needs for software development. • Develop a comprehensive Quality roadmap which details the needed changes to build Quality into the product lifecycle. • Reduce life cycle time to deliver solutions by creating a professional Quality Community and Quality atmosphere.

5. Quality Transformation Roadmap Execute a Quality process to ensure that your development cycle is properly alignedto support BellSouth business needs for software development • Determine and evaluate the Current State of your Quality Process • Define a Desired State of where you need to be • Develop Transition Plans to guide the transition

6. Quality Roadmap BUSINESS AWARENESS ALIGNMENT COMMITMENT IMPLICATIONS RESOURCES FUNDING CAPABILITY PARTNERING PROFESSIONALISM EXECUTION

7. Quality Roadmap • Desired State • Determine targeted Quality function • Develop Organization Structure and • Communication • Links • Current State • Assess current Quality environment • Establish baseline • Estimate $$$ to reach desired state • Transition Plans • Map current state to desired state • Develop application and process conversion plans Phase I • Core Teams organized around application and process areas • Form teams to work within each area • Set Delivery Dates Phase II Phase III • Review of Industry Recommendations and Application Mapping • Organization structure and Environment • Set Delivery Date • “Channel” Maps - plans by each group to complete Quality transition • Transition plans for migration to the target structure • Set Delivery Dates

8. Current State Quality Control Assessments • Further testing by individual applications as a stand alone system is not likely to produce a production like environment to certify testing. Continued efforts for unit testing will decrease defects entering into the next phase of testing. • Applications are not staffed appropriately to participate in technical reviews and design meetings to prevent rework further along in the development cycle. • The absence of testing strategy being completed in the planning phase causes for certain scenarios and cases not to be tested. • Processes are too volatile to apply automation to improve cycle time.

9. Current State Quality Assurance Assessments • Quality is not assessed during the project life cycle. Check points are not validated, meetings are not attended and sign-off is not mandated. • Post Mortem information is documented but not followed up on to ensure that lessons learned are implemented. • There is no detailed analysis of QC tickets to track back to point of failure • There is no follow-up with Production Support to monitor defects that made it into production and trace them back to point of failure. • Currently not aware of the cost of quality

10. Current State Quality Process Assessments • Focus - Currently does not have a Quality mission statement, defined quality/testing terminology or defined testing strategy • QA - There is not an established group that represent the Quality initiatives and the move toward continued improvements • Web - There are currently limited tools for communicating project requirements, status reports, quality standards, test plans, project schedules or QA reviews • Automation - Currently there is limited automation of test scripts and batch processes

11. Desired State The Target Quality Environment • SYSTEMS ARE TREATED AS A SINGLE PRODUCT THAT WILL BE DELIVERED TO THE CUSTOMER • METRICS AND MEASURES ARE IN PLACE TO REDUCE THE COST OF QUALITY • TOOLS ARE CREATED TO ASSIST IN PROJECT COMMUNCIATION • AUTOMATION OF SOME QC FUNCTIONS • QUALITY IS EVERYONES RESPONSIBILITY Project Management Integrated Testing Environment

12. Transition What We Must Do To Put The Model In Place • BEGIN THE QUALITY PROCESS WITH REQUIREMENTS DEFINITION • BREAK SYSTEMS INTO COMPONENTS • BUILD TESTING ENVIRONMENT THAT REPLICATES PRODUCTION ACROSS APPLICATIONS • IMPLEMENT A TEST GROUP THAT SUPPORTS APPLICATION TESTING INTERNAL AND EXTERNAL • CREATE AN ATMOSPHERE WHERE QUALITY IS A REQUIREMENT FOR ALL GROUPS • MEASURE THE SUCCESS AND CELEBRATE THE ACCOMPLISHMENTS

13. Transition The Order of Major Transition Activities • Enable the Disaggregation of Subsystem mentality • Establish Quality Assurance Group • Secure funding for staffing and hardware • Educate IT and the Business on the Quality Transformation

14. Quality Council Quality Committee External Quality Control Systems The Quality Community Quality Assurance Users Developers Project Mgmt Bill Verification Measures Business Billing Retail Financial Activations Reporting Vendors Industry

15. Quality Transformation - Guiding Principles • We will build an aligned, professionally-grounded Quality community impervious to organization structure or change • The Quality Council will direct and define the Quality Standards; the Quality Committee will determine the Methods and Procedures • IT Business Liaisons will be the strategic link between the business needs and IT capability to deliver a Quality Product • A core of professional quality personnel will be utilized across the corporation and some external consulting will be used when necessary • Practicality should rule

16. The Measurements

17. Cost Benefit Analysis • Cost • People/Resources: mgr, external process team, internal process mgr • Possibly some project slow down: establish, certify, implement • Reporting: data storage, data gathering, printing and distribution • Measurement Statistics • Hetzel 1993 - Inputs, Outputs, Results • Selecting Measures • Change over Time • Identifying Causes • Benefits • Balanced work life for employees • Project dates projected with more consistency and accuracy • Less Training Time

18. Selecting Measures • Balanced Score Card • Financial • Customer Satisfaction • Internal Processes • Innovation and improvement activities • GQM • CMM/SEI Core Measures • Resources expended on software process improvements • Resources expended to execute the Software Process • Amount of Time(calendar time) it takes to execute the process • Size of product that result from the software process • Quality of the products produced • Business Value • Increased Productivity • Early error detection and correction • Overall reduction in errors • Improved Trends in Maintenance and Warranty work • Intangible Benefits

19. Cingular Statistics and Current Progress

20. Cingular Target Areas and Updates • SQA - Established team of 5 analysts, 3 Audits, 15% improvement in issues • Application Interface Testing - Established team of 3, 72 percent more coverage of production, 0% failure rate in production, 90% reduction in post production failures • Communication - Quarterly Conference calls with market, Combined test efforts across apps to decrease resources and time for testing • Automation - Established process, organization buy-in, 40-50% increase in test coverage • Process Consulting Team - Process Culture, Process Development, Process Infrastructure • CMM Team Assessments - Completed two internal assessments, 3 projects under evaluation, defined outline of all non-compliance and a project plan for elimination

21. Standards for Success • Establish actions for success and failure. • Build the Right Team to Drive the Process Improvement Program • Understand implementation considerations. • Understand key aspects of Managing Technology Change. • Sponsorship • Obtain Management Commitment • Educate Management • Prepare for the Challenge • Communicate! • Understand Your Culture • Manage the Resistance • Keep Them Motivated!

22. Do Process Improvement to Get Results • Define your goals and objectives. Measure status against those goals. • Understand the problems you are trying to solve. • Define measurements to determine process and product quality. • You do not need multiple three ring binders to get good processes defined. • Automate after processes are defined, piloted and implemented. • One size process does not fit all projects.