BRIDGING THE EAGLE'S EYE AND WORM'S VIEW - Collabera

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improvement initiative programs are identified. Framework elements (refer figure 17) that lead to identification of improvement initiatives are outlined below: o Capability Analysis: This is a direct comparison of goal vs. actual. Goals o o Framework for identifying initiatives Capability Analysis Regression & causal analysis Enable futuristic plans Adopting successful industry practices of the organization are compared with the performance baseline. A gap between the two would trigger appropriate improvement initiatives. Example: it was found that a lower percentage of defects were identified in phases prior to unit test than the goals of the organization. Initiative groups were identified to improve code reviews and unit tests across the organization. This initiative led to significant improvements in defects being found prior to the system test phase helping the organization achieve 2011 targets for pre-SIT defects Causal and Regression analysis: Code quality parameters such as cyclomatic complexity and branch statements made a strong correlation with SIT defects density. This was identified in the development cluster. Recognizing the fact that this is a lead indicator to the technical debt in the application, improving structural code quality is being driven across the organization. Based on this, objective standards for cyclomatic complexity and % branch statements are set and monitored across projects. Causal analysis across organization pointed to UI/cross browser defects formed a significant contribution to defect rates in SIT. This is being run as an ongoing initiative Futuristic: To build a resilient organization, initiatives are being identified to build organizational capabilities for future work. As per the goal of increasing the geographical footprint, Mobility and SharePoint 2010 were taken as key focus areas. Initiatives were taken around these technologies to build processes and methods to handle these projects. SharePoint 2010 methodology has been piloted in the recent projects that helped achieve >90% defect pre-SIT and on time delivery. Dotnet4.0 has been launched by Microsoft. A team is working on a framework that would enable reuse and improve productivity across the organization. Bridging the eagle’s eye and worms view
o Adopting industry practices: Scanning of industry trends by the quality team helps study new trends in engineering practices in the industry. As a result of this, the Orthogonal Defect Classification (ODC) technique was used to select the right set of test cases. Most of the work in improving code quality was also inspired by industry research on technical debt. For each of these initiatives, ROI, resources, deliverables, risks and timelines are identified. All these are managed and tracked to initiative charters. A sample snapshot of the overall picture of goals set to their links to key initiatives is given in figure 18. Verifying Results These initiatives have led to a cultural shift in the way delivery is being managed and overseen across the organization. Results have been very compelling so far. • Across the organization, over 80% of projects have met engineering targets (sub process level goals) though they were quite stringent. • Since the launch of these initiatives, 100% of projects have gone on time • Pre-SIT goal of 2011 has been 100% achieved across projects. • Four improvement initiatives were closed with significant results, each of them improving baselines. Four other initiatives are in progress. • Interim CSAT figures show early indicators of CSAT improvement across key parameters of timelines, quality and overall satisfaction (See figure 19). Summary and Benefits Following are some of the key benefits we achieved as a result of the whole exercise. 1. Visibility of progress towards organisational goals is objective, well implemented and seamlessly understood 2. Because of the business goals connect, there is an obvious motivation across all levels with a sense of purpose 3. The significant change brought about is that the person on the ground knows how they impact organisation goals. During a recent CMMI Level 5 assessment, that <strong>Collabera</strong> underwent, this point came out as a strong contributor for high maturity behaviour. 4. This has also helped build a performance culture in the organisation Bridging the eagle’s eye and worms view
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BRIDGING THE EAGLE'S EYE AND WORM'S VIEW - Collabera

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