QUALITY & PROCESS IMPROVEMENT

As business moves more and more toward a global marketplace, it's increasingly important for companies to demonstrate the quality of their internal process according to measurements that are generally accepted by the world community. That often means compliance with ISO standards, or with the CMM standard defined by the Software Engineering Institute.

Quality is also an important business driver for public and private organizations, and is featured prominently in many mission statements. New software products are coming to market with built in Quality-monitoring features, something else that's leading more firms into formal Quality programs.

A good Quality program can improve operational efficiency. Without standards, every project tends to run according to its own whims, creating a learning curve that inhibits the reassignment of personnel. Without robust QA measures, process is often forgotten when schedules are tight, increasing the risk of failure.

INSYS CAPABILITIES

InSys can provide resources with expert knowledge of the software development process, metrics and auditing, as well as knowledge of standards for software development.

We have experience in ISO 9000 planning, implementation and auditing, as well as experience in the development of standards to support ISO, CMM, Six Sigma and military requirements. Our Quality Practice works closely with our Program Management group, to define PMO support for software development and testing standards.
 

INSYS AT WORK: QUALITY & PROCESS IMPROVEMENT
PROJECT SNAPSHOT
IT ASSESSMENT
  

The Mission

Planning for significant growth, a global publishing leader wanted a comprehensive assessment of its IT operations environment, covering telecommunications, data center and enterprise applications.

InSys provided a senior technology executive who could find the answers to four questions:

  • What was the current state of the client's IT, compared to other world-class operations?
  • How would the company's IT operations unit support its expanded organization?
  • What elements of IT might be limiters for growth?
  • What initiatives should it undertake to mitigate the growth risks, and in what priority?

 

The Approach

A formal data gathering process and project framework were developed as the first step. Next, all pertinent documentation was reviewed, including Strategic IT Plans, IT Process Guidelines, Disaster Recovery Procedures, Financial Projections and so forth. The baseline documents were organized to address four fundamental operations vectors: IT Governance, IT Planning, Data Center Processes/Metrics and Financials.

With this baseline understanding of the situation, our consultant visited the client's data centers to interview key stakeholders, including senior IT staff and internal IT "customers." Two outside sources were used to provide a best practice structure in support of the analysis: the IT Service Capability Maturity Model (an extension of the IT Infrastructure Library) and the latest Gartner Group study on Total Cost of Ownership.

 

The Results

The immediate result of this project was the development of a Phase Two work program, with 19 specific initiatives, each of which was given a priority, an owner and a schedule.

Life cycle processes were established, and the client is implementing application migration plans, moving toward a standard operating environment and defining plans for system obsolescence and retirement.
 

 

 

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