Processes

At Saigun, our processes are based on defined policies, processes, and artifacts that are supported throughout the entire organization. Our commitment to this process is based on the Software Engineering Institute’s Capability Maturity Model (SEI CMM). Our organization, is now at CMMI Maturity Level 3.

The Capability Maturity Model Integration (CMMI) is the most recent evolution of the SEI’s CMM model and is expected to produce new levels of return-on-investment results.

Our process engineering team, led from Saigun, provides all team members and leadership with the project knowledge necessary to perform their responsibilities. This is performed through training, consistent documentation, and continuous process definition enhancements.

Process quality refers to the degree to which an acceptable process, including measurements and criteria for quality, has been implemented and adhered to in order to produce the artifacts.

Software development requires a complex web of sequential and parallel steps. As the scale of the project increases, more steps must be included to manage the complexity of the project. All processes consist of product activities and overhead activities. Product activities result in tangible progress toward the end product. Overhead activities have an intangible impact on the end product, and are required for the many planning, management, and assessment tasks.

Our objectives of measuring and assessing process quality are to:

  • Manage profitability and resources
  • Manage and resolve risk
  • Manage and maintain budgets, schedules, and quality
  • Capture data for process improvement

To some degree, adhering to a process and achieving high process quality overlaps somewhat with the quality of the artifacts. That is, if the process is adhered to (high quality), the risk of producing poor quality artifacts is reduced. However, the opposite is not always true-generating high quality artifacts is not necessarily an indication that the process has been adhered to.

Therefore, process quality is measured not only to the degree to which the process was adhered to, but also to the degree of quality achieved in the products produced by the process. Working with our clients, we leverage this approach to enable understanding. As a result, the following acknowledgments occur:

  • Consistent expectations
  • Understanding the “responsibilities” and “accountabilities” for the engagement
  • Methodologies and processes that will be leveraged
  • Project reporting structures
  • Project roles
  • Quality assurance processes
  • Considerations for terms

Process Maturity

The foundation for the process is more than mature development project tracking. Behavioral success is based on the support of the methodology throughout the entire organization including quality management, work performance reviews, management reporting, organizational improvements, and cost management.

Our commitment to supporting the Capability Maturity Model is established using the following principles:

  • Process is defined and managed
  • Focused on the model at the organizational level
  • Activities are planned and integrated
  • Training is provided by the process engineering team
  • Client is integrated throughout the project life cycles

Partners in Quality

One of the most critical functions of our process excellence is the documented means by which we manage client expectations. At saigun, we perform this process through a program called “Partners in Quality”.

Partners in Quality (PIQ) is a process of setting and maintaining expectations throughout the entire engagement. A PIQ program may contain both qualitative and/or quantitative criteria that serves as a barometer throughout the delivery process.

PIQ in Action

At the beginning of an engagement, the client specifies his most important satisfaction criteria. We select corresponding enabler criteria which we feel are the keys to success for delivering the client’s criteria. Working with the client, we collaboratively map the key enablers to the satisfaction criteria and assign weightings. This process creates our PIQ scorecard.

The qualitative criteria within the scorecard can vary widely but must be appropriate for the engagement. Typical criteria include the following:

Anticipation – Team members provide value-added suggestions by thinking proactively.

Issue Resolution – Issues are resolved in a prompt and timely manner by both parties.

Availability – Team members are available for execution of project tasks when scheduled

Knowledge Transfer – Team members communicate best practices information proactively

Autonomy – Team members execute their assignment with minimum client management attention

Methodology – Team members consistently use appropriate methodologies which provide predictable results

Commitment – Team members are committed to successful completion of the project

Productivity – Time and amount of resources to execute requested tasks meet commercially accepted standards

Cost Control – Expenditures are agreed to before the fact and stay within budget

Quality of Deliverables – Deliverables successfully pass predefined acceptance tests

Creativity – Team members have the ability to successfully apply creative solutions/process in unique situations.

Responsiveness – Requests are efficiently acknowledged, understood, analyzed and processed

Behavior – Team members act according to client standards of reliability, integrity, and appearance

Schedule Control – Events and deliverables meet the dates which are accepted and agreed to by both parties

Compliance – Processes used to produce deliverables comply with client predefined technical standards

Team Playing – Team members share and build upon ideas and models, or processes

Communications – Information is communicated quickly, accurately, assertively, completely and through the proper channels

Technical Knowledge – Team members have appropriate expertise in the technical environment

Functional Knowledge – Team members demonstrate significant understanding of the client business environment

Value Creation – Value is created as a result of the project deliverables either real or perceived

The scorecard is routinely examined at pre-determined milestones throughout the engagement. As such, the joint team is consistently focused on the most critical factors to deliver a successful project.

Global Assurance Model

Saigun’s Global Assurance Model (GAM) is a process driven framework for shared program management and global delivery teams that are in multiple continents. The model leverages the best infrastructure, economic and knowledge resources that are available enabling delivery of consistent value to clients. The model clearly defines process guidelines.

The robustness of Global Assurance Model is driven by the organization’s values that emphasize clear communication, quality, work ethics and client needs, reducing client’s engagement risk. Saigun’s involvement with its clients is a learning process and is built on three important pillars – process framework, Business Model and the Delivery model. The aim is to make each and every instance of a client’s engagement with Saigun a profitable one.

Saigun has well-defined processes and tools to gather, analyze and present metrics. The organizational Dashboard contains the relevant metrics that enable Saigun and our clients to do a metrics driven analysis, which helps in preventive maintenance.

The other benefits Saigun can bring to the clients are:

  • Reduced Total Cost of Ownership (TCO)
  • A flexible resourcing model that help in rapid ramp-up/ramp-down to meet emergencies.
  • Flexible and robust Application Management model.
  • Complete ownership of knowledge retention.
  • Process-driven support instead of person-driven.
  • Touch and hold support – own the trouble ticket until the client closes issue.
  • Defined, Agreed and Maintained SLAs.
  • Strong focus on quality and consistency of service