Quality

A continuing quest

The multi-faceted quality initiatives at Tata Interactive Systems extend beyond project schedules and defect density, spanning every aspect of business excellence from customer relationship and product innovation to environmental concern and social responsibility.

CMM

The Carnegie Mellon Software Engineering Institute's Capability Maturity Model (SEI-CMM) describes an evolutionary path for software processes to mature from ad hoc approaches to a well-managed discipline. The predictability and effectiveness of an organization's software processes improve as the organization moves from Level 1 to Level 5 on the SEI-CMM scale. CMM Level 5, the highest level in the maturity model, implies continuous improvement. Our CMM Level 5 status means that our processes lead to predictably better products in terms of quality, cost, and schedule. Defect Prevention, Technology Change Management, and Process Change Management are the key process areas under CMM Level 5 that help us achieve this.

P-CMM

The People Capability Maturity Model (P-CMM) adapts the maturity framework of the Capability Maturity Model for Software (CMM) to manage and develop an organization's work force. The motivation for the P-CMM is to radically improve the ability of the organization to attract, develop, motivate, organize, and retain the talent needed to continuously improve software development capability. The P-CMM framework helps organizations improve the maturity of their human resource practices by establishing a program for continuous development of people and processes. In short, it helps promote a culture of excellence and innovation.

Defect Prevention Using Six Sigma techniques

Using stringent defect prevention systems, we identify common causes for defects and eliminate them systematically. We believe in relentlessly improving our internal processes, increasing the benefits offered to clients. To this end, we have adapted Six Sigma techniques like Process Mapping and Failure Mode Effect Analysis (FMEA) into our project execution process.

Tata Business Excellence Model

The Tata Business Excellence Model (TBEM) is based on the internationally renowned Malcolm Baldrige Award. A pool of assessors from other Tata companies assess the health of the organization in the areas of Leadership, Strategic Planning, Customer and Market Focus, Information and Data Analysis, Human Resources, Process Management, and Business Results.

Balanced Score Card

The Balanced Score Card (BSC) reflects the central role strategy plays at TIS. The BSC provides a framework to look at the strategy used for value creation from four different perspectives:

• Financial—the strategy for growth, profitability, productivity, and risk viewed from the perspective of the financial stakeholders
• Customer—the strategy for creating value and differentiation from the perspective of the customer
• Internal Business Processes—the strategic priorities for various business processes that create customer satisfaction
• Learning and Growth—the priorities to create a climate that supports organizational change, innovation, and growth

At TIS, the BSC is the framework for our performance management process. The BSC has helped us cascade our strategy to our various business units and into project and individual performance measures.