Memolux Presentation at Partner Event in May 2004 - ISCN

Using NQA/TeamWORK 

for ISO 9001:2000 and 

improving IT enabled business 

services 

János Ivanyos 

janos.ivanyos@memolux.hu 

Memolux Ltd. 

NQA Seminar Graz, 17.05.2004 1

Topics 

• NQA/TeamWORK general features and 

application areas 

• Example: Customisation for AQAP 160 

• Memolux profile in Business/Software Process 

Improvement 

• Capability measures for Business Process 

Improvement 

• NQA/TeamWORK in business 

• Conclusions 


Overall Concept Applied I 

BestPractice Methodology 

(BESTREGIT 1996 - 1999) 

Mission Analysis 

Configurable Team-Working 

Platform in Which the Teamworking 

Based Processes can be Implemented 

NQA System 

(1997 - ) 

Analysis of 

Teamwork Structures 

Infrastructure 

Establishment 

Continuous Measurement 

and Improvement 

News 

Agencies 

ISO 9001 

Risk Management 

NQA Application Software 

Knowledge 

Management 

Software Engineering 

ESA ECSS 

Aerospace 


Overall Concept Applied II 

Assessment / Analysis Phase 

Mission 

Business Demands 

Business Goals 

Organisational Structures 

Standards / Processes 

Implementation Phase 

Configure into E-Working 

Platform 

Teamwork 

Analysis and Establish 

Teamwork Based Processes 

ESA ECSS Stabdards 

ISO 9001 

ISO TR 15504 

... Etc. 

Need to Improve 

Required Core Processes 


Overall Concept Applied III 

– Ready to use 

teamwork based 

process structures 

– E-working based 

environment 

– Re-usable working 

scenarios and 

documentation 

requirements 

Re-Use Pool of 

Project Types 

•ESA ECSS Projects 

•Defence - Risk Management (Mapped on ISO TR 15504) 

•EU Project Management 

•ISO 9001 Compliant SW Development 

•etc. 


Overall Concept Applied IV 


Example – Customisation for 

AQAP 160 

• NATO Integrated Quality Requirements for 

Software throughout the Life Cycle 

• Mission Analysis 

• Teamwork Analysis 

• E-working Configuration 


The NATO Integrated Quality Requirements for 

Software throughout the Life Cycle 


Mission Analysis 

The mission was to create a common model of tailoring the 

Supporting Life-cycle Process Requirements of AQAP-160 

(chapter 4) to successfully 

manage largely distributed development projects by using a 

distributed working platform which enforces the application 

of required NATO standards to successfully achieve contractual 

goals. 

The outcome shall be a re-usable framework for agreed working 

procedures in NATO software development projects. 


Example: Grouping by Working Scenarios 

(Use Cases) 

Teamwork Analysis of Project Planning and 

Tailoring scenario for NATO development 

Projects 

– Following BESTREGIT methodology 

– Roles, Communication Flows, Result Templates 

The tailoring process is driven by project and product characteristics (drivers 

for tailoring). The drivers are either an implicit part of the project team’s 

collective expertise, or can be explicitly derived for a specific project, 

application within a project, or organization. 


Example - Project Planning and Tailoring 

scenario 

Project Board 

4. Project Review report Elfogadott 

2. Project Plan Munka 

Quality Plan Munka 

QA 

Representative 

Project Manager 

1. Project requirements 

5. Project Plan Jóváhagyott 

Quality Plan Jóváhagyott 


5. Project Plan Jóváhagyott 

Quality Plan Jóváhagyott 

3. Project Review report Nyitott 


3. Project Review report Nyitott 

Project Assurance 

Team 

2. Project Plan Munka Project Team 

Quality Plan Munka 


Team-Working Configuration 

• Using Wizard 

• Approx. 5 to 15 minutes per Project Type 

• Automatic Generation of Project Structure 

Being Supported On Server 


What Else 

• Discussion Forum 

• Drag and Drop Publish 

• Help Wizard 

• Full Version Control 

• Submission and Group Management 

















Memolux I 

EU Project Management experiment 

• Memolux (1989), Hungarian private SME 

in accounting and software engineering 

• EC FP4 Esprit and FP5 IST project 

management experiment (1995-1998, 

1999-2002) 

• FP6 IST-NMP, eContent Proposals and 

Leonardo Projects (2003) 


Memolux II 

Software Process Improvement 

• 10 years of process improvement practice 

• Capability Maturity level 3 by Bootstrap 

methodology 

• Certified Quality System (ISO 9001:1994 from 

1998 and ISO 9001:2000 from 2001) 

• Using NQA/TeamWORK methods and tools for 

network based quality assurance 


Memolux III 

Running Business Process Outsourcing Services 

• Ranked after Big4 in Hungary (150 clients) 

• Payroll (ca. 10.000 calculations/month, 28 

people) 

• Book-keeping and tax-consulting (19 people) 

• IT system development&support, Business 

Assurance, ISO 9001 audit, etc. (18 people) 


Capability measures of Business 

Process Improvement I 

Goals 

• Measuring effects of in-house ICT 

process improvement on outsourcing 

business capability 

• Verification of using NQA/TeamWORK 

• Using measures for establishing new ITenabled 

services 



Process Improvement II 

Methodology 

• eSourcing Capability Model for IT-enabled 

Service Providers (e scm ) Carnegie Mellon University, Pittsburgh, USA 

• Near to 100 practices (detailed requirements) 

• around 3+1 phases (pre-contract, contractexecution, 

post-contract, overall) and 

• 5 organisational elements (Organisation 

Management, People, Business Operations, 

Technology and Knowledge Management) 



Process Improvement III 

The e scm framework 

Source: http://itsqc.srv.cs.cmu.edu/escm 



Process Improvement IV 

Results for Memolux payroll 



Process Improvement V 

Identified Gaps by Capability Levels Using e scm Self Assessment 

Capability 

levels 

4 

3 

2 

ID 

Practice 

ppl_over_1_4 Establish and implement a policy to encourage and support 

innovation and entrepreneurship across the organization. 

ppl_over_13_4 Analyse the effectiveness of the training in achieving its 

intended objectives. 

ppl_over_8_3 Establish and implement a policy to provide personnel with 

opportunities for career development. 

ppl_over_11_3 Establish and implement a reward program that encourages 

the achievement of organizational objectives. 

km_over_3_3 Establish and implement a knowledge system to identify, 

control and disseminate information. 

km_over_5_3 Identify and reuse work products. 

km_over_7_3 Analyse and use knowledge about clients and end-user. 

km_over_8_3 Analyse and use feedback from clients and other 

stakeholders throughout the sourcing process. 

km_over_9_3 Analyse the perceptions that current and prospective clients 

have about the organization and its services. 

org_over_3_2 Establish and implement a policy on risk management. 

org_over_13_2 Establish and implement disaster recovery procedures. 



Process Improvement VI 

Relationship Between Knowledge Management and 

e scm Practices – key areas identified 

Client Relationship Management 

It requires managing knowledge regarding the client and end-user needs, 

feedbacks and perceptions of the current and prospective clients about the 

organization and its services. This knowledge would help defining the current and 

future market position and expectations. 

People Assignment 

Knowledge management system could firmly support the right Competency 

Analysis and Quality Assurance. Knowledge Management should 

provide the right access rules, extract necessary information to personnel about 

the client, service meetings and client expectations, and also legal requirements. 

Service Control and Improvement as storing and sharing information 

about lessons learned. 



Process Improvement VII 

Lessons learnt 

• High capability level (3) practices can’t be achieved without 

external process improvement support. 

• The high capability level can’t be kept without running 

knowledge management system. 

• The practices of the e scm framework are well adaptable for 

any virtual organisation model as the high capability level 

outsourcing cooperation of service clients and providers 

implements a real knowledge-based virtual organisation. 

• The verification and accounting of the transferred 

knowledge resources are critical issues for IT enabled 

outsourcing sustainability. 


NQA/TeamWORK in business I 

e-Business definition 

• a highly dynamic set of applications (technology 

and business processes) that 

• link the participants (enterprises, consumers, 

communities) through 

• the electronic exchange of contents (goods, 

services, transactions, public and private 

information). 


NQA/TeamWORK in business II 

Monitoring 

• supporting the usage of new technologies, 

applications, and business processes in virtual 

organisation environment 

• linking enterprises, consumers, and 

communities by team-work tools 

• providing wider visibility through continuous 

monitoring tools for business stake-holders, 

public bodies, government quality assurance 

and project supervision 


NQA/TeamWORK in business III 

Audit-trail 

• Common format of information 

• Common methodology for storing information 

• Common methodology for electronic exchange 

of information 

• Common rules for (e.g. Commission) access to 

(project) information 


NQA/TeamWORK in business IV 

Quality Standards/Models 

• ISO 9001, AQAP 160 (quality assurance) 

• AQAP 170 (NATO Guide for the Delegation of 

Government Quality Assurance) 

• EFQM (European Foundation for Quality 

Management) 

• Etc. 


Conclusions 

NQA/TeamWORK helps to achieve 

• improved performance – compensating up front investments by 

reduced operating costs 

• effective knowledge and content management – capturing 

individual knowledge and transforming it into knowledge capital that 

becomes of a reusable asset of the outsourcing processes 

• improved client service – outsourcing organizations are equipped 

with processes, procedures and tools that can incorporate their 

clients into these practices without any extra effort 

• improved ownership – better motivation of employees through a 

flat/information based and participative control structure, a radically 

different management style and a hierarchy based on knowledge 

• improved value – in this structure the sum of the parts greatly 

exceeds their individual worth 


Thank you for your attention! 

János Ivanyos 

ivanyos@memolux.hu 

www.memolux.hu

Memolux Presentation at Partner Event in May 2004 - ISCN

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