ISO AWARENESS

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 What is ISO

• The ISO in ISO 9000 comes from the Greek, and means "the same as." It is the same prefix as is
found in the word "isobar“.
• The ISO standards are published by the International Organization for Standardization, which has its
offices in Geneva.
• The ISO 9000 standards were written by TC 176, which has a wide representation from many
countries including the US, and they have been adopted by the national standards organizations of
countries worldwide.

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 Why ISO ?

• To achieve consistency in customer satisfaction it requires stable processes in the identification of

customer requirements and the conversion of those requirements into deliverable products and
services.
• What ISO 9001 requires is that Top management shall
• establish such processes;
• implement them;
• monitor them at appropriate intervals;
• find ways of understanding customer perceptions of
• performance, and
• continually seek to improve the effectiveness of the system, the processes and the products or services being
supplied.

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 Why to go for ISO Certification ?

• Tangible Proof that Company’s Quality System Complies with internationally Recognised standard
• Customer Requirements –Customer demands Suppliers to comply with ISO standards
• Marketing positioning - Competing Edge with Competitors
• Legal Requirement -Many Countries/Customers it is a Legal requirement
• Organisation Improvement –Catering organisations process and Quality improvement

Customer

Sharehold Employe Societ Supplier

ers es y s

Quality of
Service/Product
Return of Personal Responsible Business
Investment Development Behaviour Continuity

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The Structure of the ISO 9000:2008 Standards

• ISO 9001:2008 contains no definitions. It refers to ISO 9000:2005.

Guidance

ISO 9004:2009 due out soon

Managing for the sustained
success of an organization — A
Application
quality management approach

ISO 9000:2005
Quality management systems —
Fundamentals and vocabulary
ISO 9001:2008
Quality management systems —
Requirements

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 Principles of ISO 9001:2008
• 1.Customer focus: organizations depend on their customers and therefore should understand
current and future customer needs; meet customer requirements and strive to exceed customer
expectations.
• 2.Leadership: leaders establish unity of purpose and direction of the organization. They should
create and maintain the internal environment in which people can become fully involved in achieving
the organization's objectives.
• 3. Involvement of people: people at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization's benefit.
• 4. Process approach: a desired result is achieved more efficiently when related resources and
activities are managed as a process.
• 5. System approach to management: identifying, understanding and managing a system of
interrelated processes for a given objective improves the organization's effectiveness and efficiency.
• 6. Continual Improvement: continual improvement should be a permanent objective of the
organization.
• 7. Factual approach to decision making: effective decisions are based on the analysis of data and
information.
• 8 . Mutually beneficial supplier relationships: an organization and its suppliers are
interdependent, and a mutually beneficial relationship enhances the ability of both to create value.

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 Quality Management System Concepts
• A QMS can be defined as:
“A set of co-ordinated activities to direct and control an organisation in order to
continually improve the effectiveness and efficiency of its performance.”
• A Management system is a collection of resources comprising capital, people, processes
and procedures which ensures that a customer's requirements for quality are met by the
supplier organization.

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 Why Quality Management System (QMS)
• QMS provides consistency and satisfaction in terms of methods, materials,
equipment, etc, and interacts with all activities of the organisation, beginning
with the identification of customer requirements and ending with their
satisfaction, at every transaction interface.

• Organization improvement
• Improved internal transfer of know how
• Improved morale and motivation of staff
• Reduced quality costs
• Increased competitiveness
• Increased profitability
• Enhanced customer satisfaction and loyalty
• Certification of quality system to ISO 9001
• Avoidance of multiple second party audits

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 ISO 9001:2008 Structure
• Scope
• Normative reference
• Terms and definitions
• Quality management system
• General requirements
• Documentation requirements
• Management responsibility
• Management commitment
• Customer focus
• Quality policy
• Planning
• Responsibility, authority and communication
• Management review
• Resource management
• Provision of resources
• Human resources
• Infrastructure
• Work environment
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 ISO Structure Continued …..

• Product realisation
• Planning of product realisation
• Customer-related processes
• Design and/or development
• Purchasing
• Production and service operations
• Control of measuring and monitoring devices
• Measurement, analysis and improvement
• General
• Planning
• Monitoring and measurement
• Control of non-conforming product
• Analysis of data
• Improvement

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 QMS and ISO 9001 :2008

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 ISO 9001:2000 Process Approach

PROCESS EFFECTIVENESS
Extent to which planned activities
CONTROLS are realized and planned results
achieved

PROCESS
PROCESS
“set
“setof
ofinterrelated
interrelatedoror
INPUT interacting activities
interacting activities
OUTPUT PRODUCT
which
whichtransforms
transforms
inputs
inputs intooutputs
into outputs
PROCESS EFFICIENCY
Relationship between the result
RESOURCES achieved and the resources
used

A desired result is achieved more efficiently when activities and related

resources are managed as a process

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 Tarento - ISO Documentation Set

• Quality Frame work

• Quality Manual
• Process
• Procedures
• Templates
• Walkthrough through SVN

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 DQF & Project state

Initiate Define Plan Construct Finalize

Connecta / Tarento SE

Framework Agreement & Work Order

Requirements Onboarding
Requirements OnboardingProcess
Process- -Ensure
Ensurecustomer/Tarento
customer/Tarentointroduction
introduction
Analysis,
Analysis,
Staffing
StaffingRequest,
Request, Project
Case Project
CasePresentation
Presentation “Go” Evaluation/
Evaluation/
“Go”
CSI*
CSI*
Sales Rough
RoughEstimates,
Estimates,
Case
CasePresentation
Presentation

Project
ProjectPlan
Plan

PM Project
PM
PMinteraction
interactionaccording
totoagreed
according
agreedstandards
standards
Lessons
Lessons
Requirement ProjectPlan,
Plan, Learned
RequirementSpecification
Specification Quality
defined
definedininAS/PP.
AS/PP. Learned
QualityPlan
Plan QAQAwith
with“7“7Keys”
Keys”&&
Status
StatusReporting
Reporting

Project
Project
Tarento

Resource Evaluation/
Evaluation/
ResourceAnalysis
Analysis Onboarding
OnboardingProcess
Process/ /Secure
Secureresources
resources CSI*
CSI*

D
H Design
Design Code
Code Test
Test
Deploy
Deploy

Project
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Team 14
 Tarento SDLC and Work Products
Work Current
Project Phase DQF Work Product Name Responsible
Product # Scope
Initiate Assess Business Concept (P00) Project Estimation WP00.1 Y PM,DH,KAM,Customer
Initiate   Project Kick off Document WP00.2 Y PM,DH,KAM
Plan Initiate a Project (P01) Project Plan WP01.1 Y PM
Plan Quality Planning QA Plan WP01.2 Y PM,SQA
Plan Change Management Change Management Plan WP01.3 Y PM,Customer
Plan Risk Management Risk Management Plan WP01.4 Y PM
Plan Communication Management Communication Management Plan WP01.5 Y PM
Plan Configuration Management Configuration Management Plan WP01.6 Y PM
Define Specify System Requirements (P03) System Requirements Document WP03.1 Y PM,Team
Define   Test Plan Document WP03.3 Y PM,Test Lead/Tester
Review of Buisiness Requirement
Review WP03.4
Define Document Y Team,PM,Customer
Review of Software Requirement
Review WP03.4
Define Document Y Team,PM,Customer
Define Review Review of Project Plan WP03.4 Y PM,DH,(KAM),Customer
Define Review Review of Test Plan WP03.4 Y PM,Test Lead/Tester
Execute Specify System Design (P05) System Design Document WP05.1 Y PM,Team
Execute   System/Integration Test Case WP05.4 Y Test team
Execute   Unit Test Case WP05.6 Y Dev Team
Execute Review Review of Design Document   Y PM, Dev Team
Execute Review Review of Test Cases   Y PM,Tester,Dev
Execute Construct Software Components (P06) Unit Test Results Summary Report WP06.2 Y Dev Team
Execute Review Code Review WP06.4 Y Dev Team,Expert,PM
Execute   Release notes WP06.5 Y Dev team
  Verify System Solution (P08) System Verification Summary Report WP08.2 Y Test team,Test Lead
Followup Evaluate Project Results (P10) Project Evaluation WP10.1 Y PM,Customer
    Lessons Learned Report WP10.2 Y PM,Team

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Quality Objectives- 2013
The Average Customer Each allocated
Satisfaction Index should practitioner to any given
be at least 3.5 on an project should have a
average for all projects minimum of 90%
delivered in the last 12 Utilization on that project
months (4.07) (Avg is above 90%)

Number of Training days The actual hours spent not

per person should be to exceed more than 10%
greater than as compared to the
5 days in the last 12 estimated hours for all
months (144 mandays projects at each milestone
over all ) (Avg deviation is 6.5%)

Defect Severity Index for

each project should be less
than 2.5 (Avg is 1.8)

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 Metrics from April to December 2013
Month Project DSI Defect density DRR DRE Effort variance
Jul-13 Cabhound NA 0.00 NA 0.00% 2.80%
Jul-13 G4S 2.34 1.35 90.59% 93.90% -8.88%
Jul-13 FocusPad 1.00 NA 100.00% 20.00% 4.55%
Jul-13 Oddsium 1.77 NA 55.29% 94.00% NA
Aug-13 G4S 2.34 1.35 90.59% 93.90% -8.88%
Aug-13 FocusPad 1.00 NA 100.00% 20.00% 4.55%
Aug-13 Oddsium 1.77 NA 55.29% 94.00% NA
Aug-13 Cabhound NA 0.00 NA 0.00% 2.80%
Sep-13 Cabhound 2 0.01 100.00% 100.00% 1.67%
Sep-13 Oddsium 1.29 3.25 100.00% 94.87% -4.57%
Sep-13 G4S 2.33 2.61 84.65% 79.04% -1.32%
Sep-13 Focuspad 1.69 0.71 100.00% 76.47% -12.28%
Sep-13 Stora Enso 2.08 1.29 100.00% 75.51% 2.28%
Sep-13 Mitt Telenor 1.83 2.33 97.67% 65.63% 6.67%
Oct-13 Cabhound 1.67 0.04 100.00% 100.00% 3.11%
Oct-13 Focuspad 2.00 NA 100.00% 78.26% 14.33%
Oct-13 Mitt Telenor 2.46 1.48 96.00% 68.57% 42.86%
Oct-13 Oddsium 2.84 8.51 100.00% 96.33% -0.99%
Oct-13 G4S 2.33 2.61 84.65% 79.04% -1.32%
Oct-13 StroenSo 1.10 NA 100.00% 23.81% -6.03%
Oct-13 Telenor X3 1.87 1.76 91.84% 87.80% 20.00%
Nov-13 Cabhound NA 0.00 NA NA 3.41%
Nov-13 FocusPad 2.00 NA 100.00% 50.00% 72.86%
Nov-13 Telenor X3 1.00 0.39 100.00% 100.00% 4.88%
Nov-13 Mitt Telenor 2.15 3.50 92.86% 52.00% 42.86%
Nov-13 G4S 2.04 1.38 97.26% 87.65% 4.00%
Dec-13 Cabhound 0 0 0.00% 0.00% 5.08%

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 Case Study
• Link to SVN : https://private.idc.tarento.com/svn/tibox/

• Ankit Sahu (TiBOX) : ISO has really helped us in looking at every aspect of the project more
efficiently. My team worked in an organised fashion by following the processes defined. This has
helped us delivering successfully and out customer is satisfied!

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 Questions ?

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 Thank you

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