How to implement quality processes effectively?

Most of the software development / services organizations have some sort of quality certifications (at least in India) like CMMi or ISO. There is lot of efforts and money which goes in maintaining these certifications. However the question is, are these quality processes effective? Do they really yield the expected results?

The effectiveness of implementation can be apparent if one answers following questions

• Why do we need quality processes?
• Who defines the processes?
• How are the processes defined?
• Who drives the implementation?
• When and how are the processes reviewed?

Need for the quality processes

More often the need to have quality certificate drives the implementation of quality process. Rather, the objective should be to improve the product/services offered by the organization so as to benefit its clients and in turn the organization. The certification should be just to get recognition of organization’s processes and capabilities. If the organization is too focused on certification, it may force unnecessary processes on projects and get misaligned results.

Defining the processes

The process definition is an important step before the implementation can start. Instead of inventing new processes, organization should start documenting the current processes and fill-in gaps, if any. This way minimal changes are required during initial implementation. Also it will create good benchmark to evaluate the effectiveness.

All the organizations which implement quality processes have a quality group which is typically custodian on the defined processes. Then there is delivery group where all the projects belong to. So, who is responsible for defining the processes?

It should be joint effort of both these groups. The delivery group knows what type of and how projects are executed. The quality group can help in getting the best practices from different groups / organizations. It is better to have a Project Management Office (PMO) or Software Engineering Process Group (SEPG), which has representation from Delivery and Quality groups. Such group should be responsible for defining and maintaining the processes.

Driving the Implementation

Will it work with the PMO or SEPG driving the implementation without any involvement of Senior/Executive management of the organization?

The objective of the quality processes is to improve the organization, in alignment with its business objectives. Unless the organization’s senior management is committed to have effective implementation, it may lose focus and derail from this objective. The senior management should be always interested in how the quality processes will help in meeting the business objectives.

Senior / executive management’s involvement in driving the overall initiative with the PMO or SEPG driving the project level implementation will be always beneficial to the organization.

Reviewing and updating the processes

Quality processes are not to be static, these need to be reviewed regularly for its relevance, effectiveness and improvement.

It is important to get feedback from the implementation team (projects) regularly for understanding the practicality and lacunae of the processes. It is also desirable to identify any alternate processes which accomplishes same in different way (e.g. automation, adoption of different methods).

The overall aim of review should be to reduce overheads on project at the same time increasing the effectiveness. During such reviews, it should also be checked whether the current processes are yielding results aligned to the set objectives.