The focus of the quality processes at SPSOFT is prevention of loop holes at every stage of planning and management. With target to this objective, we function based on three-tiered quality structure.
Process Heads / Process Owners (PH/POs) are responsible for ensuring quality at a project / process level.
Internal Quality Auditors (IQAs) conduct Internal Audits following QMS objectives across all processes / groups and all projects within each process / group on a quarterly basis.
An external accreditation body conducts Surveillance Audits for our ISO 9001:2008 certification once every nine months.
Quality planning is done at two levels:
Quality Assurance (QA) activities include defining processes - if not already defined, implementing already defined processes, training of team members, periodic quality audits and implementing serious project management practices.
Quality Control (QC) activities include expert and management reviews of all the work products once they are released, either through inspections or walkthroughs.
Change management is done at two levels:
Configuration Management - A Configuration Analyst is responsible for all the configuration management related activities. A formal documentation procedure is prepared and followed along with project specific deviations.
Change Control - Whenever change requests are received, the Project Manager reviews it initially, analyses for its feasibility and then reviews if periodically for progress review. If feasible, the impact of these changes is analyzed on all the levels of the work product life cycle. Project Manager can have client representatives review change requests and the impact analysis.
State-of-the-Art Project Management tools are used to deliver projects within the mutually agreed time schedule maintaining quality standards. Based on the nature of the project, technology, and methodology, the planning activity is divided into a series of 'Milestones'. Each Milestone has inputs, processing steps, outputs (work products), completion criteria, acceptance criteria and so on. Work products are tested for quality before using them as inputs into subsequent Milestone. A Project Manager reviews the progress of the team with the team leader at weekly project meetings. Issues that require immediate action are expedited with definite action plan. Management reviews at predefined intervals and during every milestone by Project manager and group in-charge helps in assessing progress and defining directions for future plans.
Communication and Reporting
SPSOFT's communication with client is significant for the overall control and predictability of each project and its status. The communication is also necessary for SPSOFT's understanding about client's business and project requirements.
The processes instituted lay stress on reporting mechanisms. The client is kept abreast of the current status of the projects through reporting at predetermined intervals. At the start of a project, specific reporting formats are laid down for daily, weekly and milestone-based reporting through predetermined channels of communication.
Besides laying down the channels of communication, one-on-one interaction is encouraged through conference calls, as per the need. Frequent visits by customers to SPSOFT have been known to enhance their confidence in our delivery mechanisms.
Effective processes for resource and manpower planning ensure that there are no hiccups in the functioning of the activities and no delays in the delivery of projects due to unplanned lead times and ramp-up schedules. Our periodic planning process takes into account the upcoming projects and the details which include provisional start date, estimated effort requirements, time schedules, proposed skills required, infrastructure impact, and visa requirements, if any. In addition we also plan for other project specific requirements that may have an impact on the overall project life cycle, beforehand.
This includes management of infrastructure as well as manpower resources. Depending on client requirements; allocation of space, hardware and communication link is set up. SPSOFT has a state-of-the-art facility in India. We have excellent infrastructure spread over 8,000 square feet at Pune with various facilities and good working environment for the employees, which helps us to provide quality services to our Clients.
Our non-compromising approach to infrastructure, builds upon our core value of providing quality service to our customers. We believe that quality infrastructure impacts on quality execution and delivery.
Human Resources Management
When human resource planning processes are effective, ramp-up through resource acquisition and training can be planned without causing delays in resource deployment. With these processes in place, SPSOFT can also plan the reallocation of manpower when a scaling down is required, thereby reducing costs of staffing. Effective planning also helps to maintain the teams' morale, aid in team development activities and also have a positive impact on retention rates.
Processes for recruitment, employee development and allocation assure the quality of the people we recruit, the training we impart, and the availability of people with the right skills. In addition to a two-week induction-training program, at SPSOFT, every consultant undergoes a mandatory six days of development training every year. Besides covering technology skills, development training also covers inculcating management skills, communication skills and building a perspective on quality.
Knowledge Management and Transfer
During the initial stage of a project, SPSOFT acquires the business and domain expertise that is specific to the client requirement. For this, knowledge components for transfer are identified and a structured mechanism is set in place for their transfer. As professionals get accustomed to the system, there is a significant scope for improvement of the value of applications through performance and functionality enhancements. Knowledge of these as well as newer technologies incorporated is then transferred back to the internal staff of the client's organization.