Selling Quality to Senior Management - 3 0
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Influencing Eskimos to buy Refrigerators
Selling Quality to Senior Management
My identity▪ Ramkumar ‘Ram’ Ramachandran▪ Captive IT unit of Euro-Japanese Automobile Giant▪ GM – Quality & Testing ▪ Global Service Delivery viz. US, UK, China, Singapore,
France, Thailand, Taiwan, Philippines, Bahrain, Kuwait etc.
▪ Aeronautical Engineer / IIMC Alumni ▪ CSQA, CISA, PMP, SAFe Agilist▪ [email protected]
Disclaimer▪ The content is purely out of my personal experience and
is not out of any research conducted by me or anyone else
▪ Approaches provided here would work in most of the scenarios, but the organizational culture would be a major game changer
▪ CONSIDER-CONSUME-DIGEST-BENEFIT
What’s inside!▪ Why this conflict?▪ The Communication Gap▪ What Senior Management ‘Actually’ Wants▪ The Business Influencers▪ Process Ownership▪ Take the Risk Route▪ Build the Right Team▪ Invest in Innovation▪ Re-Cap
QAManagement
Delivery
Quality
Team
Enterprise
Senior Management CommitmentWe have zero-tolerance to bad
quality…!The biggest investment we
have made in our organization is on quality
We don’t mind having a bad customer to whom we have
delivered good quality
Quality is Numero-Uno parameter for all of us…!
We don’t mind bending backward to bring in quality in our services
We will not bill the customer for any proven
bad quality deliveries
Why this conflict, when quality matters most?▪ In IT industry Quality Models are ‘evolving’▪ ‘Waste’ is not evident▪ Rules could ‘significantly’ vary based on domain & technology▪ Revenue leakages not tracked effectively – Rework / Low
Productivity etc.▪ Quality Professionals do not appreciate technology – Well, Mostly…!
▪ A crowd out there, harps on documents – for proving quality…!▪ Super Heroes / Pockets of Excellence encouraged▪ Systems that suits West implemented in Indian IT companiesSelling becomes
tough…!
Senior Management Vs. Quality – The Communication Gap
Bring Business
Get ISO Certified
Improve Bottom-
line
Get CMMI
Assessed
Improve Profits
Comply to ITIL
Impact of Differences
Give me ResourcesWhat are you doing? Give me a raiseWhat is the value you add? Give me onsiteYou are only a support function
NCs are not closedBut delivery has been good
What does Senior Management bother about?▪ Revenue▪ Profit▪ Customer Loyalty / Satisfaction▪ Key Employee Retention▪ Investor’s Interest▪ Board’s Appreciation
So, what do you do now?
Management Maturity Vs. Quality Focus
Business Excellence
Person Independent / Predictable Deliveries
Reactive / Business
Adhoc / Business
Man
agem
ent
Mat
urity
Tune your expectations
Based on the Maturity
Map Business Goals to ‘Influencers’Revenue
• Productivity
• Good delivery model
Profit
• Less Rework
• High through put
CSAT
• Consistent Good Deliveries
• Vendor Responsiveness
Talk only about ‘Influencers’
Delivery Owned Process▪ Engineering Process Group SHOULD be owned by Delivery▪ Quality Team brings global best practices into QMS ▪ High visibility to Senior Management on EPG activities▪ No cribs: -
– ‘It’s QA Team’s processes’– ‘This process doesn’t fit me’
▪ Quality Team ensures that there is no ‘undue’ dilution of controls
QMS
Senior Managem
ent Recommendations
Best Practices
Operations
Take the Risk RouteHow do you bring in consistency in delivery operations across team?
If a delivery is made successful without practicing process, how to replicate success?
How do you know the un-reviewed code is the most optimal one?
This project looks to be cooking up documents for audit, which will have sustenance issues
There seems to be too many inter-sprint changes, which will make
application too volatileLate deliveries to Testing are eating into regression, which
could lead to heavy defect leakagesThe Product Owner is evidenced to have limited domain knowledge, which could lead to UAT issues
Doing a Fixed Bid project under iterative model will lead to huge revenue loss
Formal Communication Channels
Operational Inputs to Delivery Teams
SQA
Tactical Inputs / Alerts to Delivery Heads
SQA Manager
Strategic Project / Program Risks to CEO
Delivery Excellence Head
Build the Right Team▪ Team that ‘thoroughly believes’ quality▪ Team that appreciates ‘Delivery Nuances’▪ Team Leads / Managers who are strong Communicators▪ Team Leads / Managers who can ‘see beyond the obvious’▪ Managers who can ‘make a point without making an enemy’▪ Team that ‘learns continuously’▪ Team that can outgrow their role very quickly
Your Team is your Ambassador
Invest in InnovationKaizen
Six SigmaInnovation
• Define QMS • Implement QMS
• Validate Compliance
• Take CAPA for violation
Plan Do
CheckAct
Re-Cap▪ Talk the Business Language▪ Never talk about non-compliance, talk only ‘Business
Risks’▪ Make Delivery Teams own the Process▪ Have a Team that shares your Dreams▪ Communicate effectively at all levels▪ Believe & Invest in Innovation
And…now
Ask Me Anything
How do we meet again?My LinkedIn PageAll my knowledge is like open source, you can take it and extend it and return it…!
THANK YOU