Organizational Diagnosis Plan Of Six Box Model Information Technology Essay

The six-box model is a structure developed by the American analyst Marvin Weisbord to evaluate the performance of organizations. It is a general structure and is proposed for use across a wide variety of organizations. It is based mainly on the techniques and assumptions of the field of organizational improvement.

The model represents a exacting way of looking at organizational structure and plan. It gives awareness to issues such as planning, incentives and rewards, the role of support functions such as personnel, internal competitions among organizational units, standards for remuneration, partnerships, hierarchies and the delegation of authority, organizational control, accountability and performance assessment. The model also follows the basic ‘systems’ approach to organizational functioning including the well-known inputs and ‘outputs’ categories. (“The Marvin Weisbord Six-Box Model (Weisbord’s Model)”)

Table 1

1.0 Scope

This plan provides information about Organizational Diagnosis control of XYZ. It is used to plan and implement organizational process based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and assets.

2.0 High-Level Overview

Application Development is performed according to the phases of the Software Development Lifecycle. Below is a high-level overview. Each of these stages is described in more detail, in the sections that follow.

Generally, a customer or site manager initiates a request for development based on the customer’s needs. The request is then analyzed to determine if it should be done as a request task or a project.

If it should be a project, then it is analyzed to create a project charter.

It should then be determined whether planning can be done with pre-allocated hours or whether a planning project is required. These results should be documented in the planning SOW, a planning schedule, and a PID if necessary. This can be done during by meeting with the customer depending on the scope of the project.

The purpose of the planning project is to perform all of the planning and requirements analysis required in order to get an execution project approved. During the planning phase, business requirements and a project plan with all of its subordinate plans should be created. This can be done depending on the scope of the project. During the requirements analysis phase, the software requirements should be developed based on the project plan and business requirements. Then, an estimate should be created based on the project plan and software requirements. And finally, a schedule should be done based on the estimate, software requirements, and project plan. Once approved by the customer, these documents should be combined with an execution SOW. Once approved and resourced, the project and its resources are entered into the Project Lifecycle Application (PLA).

Once approved, the execution project begins; and, the first phase is design. During this phase the architecture is developed and a test plan is created. The design and test plan are then reviewed and approved.

Once approved, the construction phase begins. During this phase all components are created and integrated. The components will also be unit tested, integration tested, system tested, and then user tested.

After construction, preparation to move the software to production is done. A Transition plan is created which is intended to train the support staff and users on the software and to coordinate its release to production. All help and support documentation should be created and approved.

After the migration is complete, a post project meeting should be held to conduct lessons learned exercises. The Measurement & Analysis repository should also be updated, analyzed and re-baseline when necessary.

2.1 Overview

Organizational Diagnosis enables steady method routine across the organization and provides a foundation for cumulative, long-term benefits to the organization. The Quality Management System (QMS) is a group of items maintained by the organization for use by the employees and projects of the XYZ organization. This collection of items includes descriptions of diagnosis and process elements, descriptions of life-cycle models, process tailoring guidelines, process-related documentation, and data. The organization’s Quality Management System supports organizational learning and process improvement by allowing the sharing of best practices and lessons learned across the organization.

The organization’s set of standard processes have been tailored by input from the Process Owners, XYZ QRB, MRB and the Director of Process Excellence to create XYZ’s defined processes. Additionally, tool manuals, templates, etc. have been incorporated into the extranet portal to provide all needed assets to perform the expected activities of a CMMI Level 3 and ISO 9001:2008 organization.

3.0 Purpose

The purpose of Organizational Diagnosis Plan is to document and implement XYZ organizational diagnosis activities based on a thorough understanding of the current strengths and weaknesses of the organization’s diagnosis and process assets.

Vision: Grow into a leader in the Commercial industries by solving important logistics and supply chain problems on-time, under-budget, and with integrity and positive customer economic impact.

Mission: Provide on time, on budget, logistics and technology solutions with unmatched integrity and business principles. 

Values: Operate business with integrity and high ethical standards.

4.0 Structure

The table two below provides a guide for the general software life cycle activities to which specific processes and procedures have been defined in this plan. A separate responsibility matrix has been provided that maps each activity and associated responsibilities. Some of the activities listed below may not apply depending on the project. The PMP will provide justification for skipping activities. QA functions are performed throughout the Product Development Life Cycle (PDLC) shown below:

Software Lifecycle Activity

Project Planning and Oversight

Software Development Environment

System Requirements Analysis

System Design

Software Requirements Analysis

Software Design

Software Implementation and Unit Testing

Unit Integration and Testing

CI Qualification Testing

CI/Hardware Configuration Item (HWCI) Integration and Testing

System Qualification Testing or software product inspection

Software Use Preparation (Pre-deployment preparation)

Software Transition Preparation (Deployment)

Life Cycle Maintenance (On-going support)

Table 2 Software Lifecycle Activity

Table 3 Software Lifecycle Activity Break Down

For a typical software product development, the PDLC will have a number of various activities some of which are show in table four below. These activities shown below are the typical activities that QA is typically involved in.

Inception

Analysis/Requirements

Deployment

Design

Validation

Develop/

Implement Table 4 Development Life Cycle (PDLC)

4.1 Management

This section describes each key essentials of the XYZ organization that influence the quality of the developed product. The organization chart below provides the general structure of the XYZ organization.

Table 5 Organization Chart

Executive Management is responsible for Establishing the Quality Policy, and reviewing it for continuing suitability.

Executive Management is responsible for Communicating the Quality Policy, the importance of meeting regulatory and statutory and customer requirements.

Executive Management is responsible for identifying the Key Processes to be included in the QMS.

Executive Management is responsible for identifying the data required for effective review of the QMS.

Executive Management is the management review team.

It is the responsibility of the Management Representative to schedule and conduct management review meetings in compliance with this procedure.

The Management Representative is responsible for collecting summary reports and data from the responsible functions and for ensuring adequate employee awareness of the company’s QMS.

The Management Representative is responsible for bringing information and progress reports on action items assigned to them at previous management review meetings, information on planned changes that could affect the QMS, quality planning needs and activities and recommendations for improvements to the QMS.

Executive Management consists of the Chief Executive Officer, Executive Vice President, Senior Vice Presidents, Vice Presidents, Senior Directors and the Management Representative.

Product realization processes: the processes that contribute or result in the product being produced or the product being provided.

Key Processes: product realization processes, customer related processes and quality management system processes that are included in the QMS.

Each Software Development Project will have a Project Manager or Program Manager who is directly responsible for achieving the project objectives and defining the management team. The Project Management Structure will depend on the project size, scope and requirements. Table six below describes common configurations for the project management team.

Table 6 Software Development Organization Chart

The table seven below provides an overview of the roles and responsibilities of the personnel on the software development team.

Role

Responsibilities

Program Manager

The main responsibility of the Program Manager is to coordinate interdependencies between projects. The Program Manager may also be responsible for the direct management of a project. The responsibilities of the Program manager are:

1. Managing shared resources across all projects that are administered by the Program Manager

2. Identifying and developing project management methodology, best practices, and standards

3. Coaching , mentoring, training

4. Monitoring compliance with project management standards, policies, procedures, and templates through project audits (Conduct Quality Assurance reviews)

5. Developing and managing project policies, procedures, templates, and other shared documentation

6. Coordinating communication across projects

7. Manages major program scope changes

8. Ensure project teams have access to tools and repositories

9. Measure and report progress of project teams

10. Monitor and report status of key milestones and deliverables

11. Conduct regular status meetings

12. Monitor issue resolution

13. Manage change control process

14. Coordinate strategic initiatives through cross-project management

15. Promote and support software object reuse

16. Foster clear communication and synchronize activities among multiple project sites

17. Maintain project documentation repository

18. Monitor sign-off of key deliverables

19. Facilitate workshops and software trials

20. Conduct risk reviews

Project Manager/Leader

The Project Manager is the person assigned by the organization to achieve the project objectives and insure delivery of a quality product that is on budget and on-time.

The responsibilities of the project manager are:

1. Focus on specified project objectives

2. Control the assigned project resources to best meet project objectives

3. Manages the constraints, (scope, schedule, cost, quality) of the project on a daily basis

4. Guide and evaluate the performance of the development team

5. Use project schedule and work breakdown structure produced to guide team in the implementation of the project

6. Provide continuous feedback to Project Team on status of project to include issues

7. Select, develop and oversee an effective team and allocate team members to project tasks and coordinate activities of sub-teams

8. Mediate problems encountered by team members

9. Report project progress to Program Manager and/or Senior Management

10. Ensure adherence to the project plan by all project participants

11. Conduct status meeting or report progress to customer and management

12. Communicate with the customer, program manager, senior management and stakeholders

13. Manage project Risk and Risk Mitigation

14. Define clear milestones and deliverables

Team Lead

A Team Lead is a experienced Software Engineer who is responsible for:

1. Oversee the work being done by other software developers/engineers on the team

2. Act as a mentor for new or less experiences software developers/engineers on the team

3. Act as a mentor for other members of the team

4. Delegates work to other members of the team

5. Monitors team progress and assists the Technical Lead with updating status of work activities

6. Responsible for ensuring that the work product(s) are delivered within the timeline

7. Responsible for ensuring the teams unit testing and code reviews are completed and appropriate

8. Responsible for ensuring that team deliverables are tested to criteria prior to handing off to testing

Technical Lead

A Technical Lead is a experienced Software Developer/ Engineer who is responsible for:

1. Responsible for the fundamental architecture of the software application

2. Recommends / researches software solutions

3. Recommends /researches COTS solutions

4. Oversee the work being done by other software developers/engineers

5. Act as a mentor for new or less experiences software developers/engineers

6. Act as a mentor for other members of the team

7. Act as an interface between the team members and the Project Manager

8. Delegates work to other members of the team

9. Assists the Project Manager with updating the work plan and activities

10. Responsible for ensuring that the work product(s) are delivered on time and on budget

11. Serves as the Project Managers technical advisor and provides programming perspective on requirements

12. Lead or attend meetings as required

13. Responsible for ensuring unit testing and code reviews are completed and appropriate

14. Responsible for ensuring that deliverables are tested to criteria prior to handing off to testing

15. Responsible for ensuring that all team members follow approved policies and procedures to include configuration management

Software Developer/Engineer

Responsible for designing and implementing an executable code solution, testing the resulting components, and analyzing runtime profiles to debug errors that might exist. A software developer may also be responsible for creating the software’s architecture and/or employing development tools.

Database Administrator

Responsible for the design, implementation, maintenance and repair of a database. Also responsible for the development and design of database strategies, performance, and security measures. Also responsible for mentoring/assisting junior DBA’s and DBA programmers.

Database Programmer

Design, develop, and maintain database applications. Create Scripts; perform data maintenance or bug fixes. Write SQL statements and procedures/functions. Analyze, define and document system requirements for data, workflow, logical processes, interfaces with other systems, auditing, reporting requirements and production configuration.

Software Architect

Responsible for creating and maintaining the overall structure and layout of a software system’s components and their interfaces within and outside of the system.

Business Analyst Lead

Performs a liaison function with the customer as required in addition to a role as a business analyst. Responsible for mentoring and assisting junior BA’s.

Business Analyst

Responsible for analyzing the business needs of clients and stakeholders to help identify problems and propose solutions. Responsible for documenting, defining. And communicating customer requirements. May be required to document requirements using cases and UML.

Systems Engineer

Analyzes the role of the system in the broader enterprise, defines the requirements the system needs to meet, in terms of services and non-functional requirements, and defines the architecture of the system to meet the requirements. Systems architects may also be doing similar activities in their roles.

Database Architect/Modeler

Responsible for leading the coordination and collection of database requirements, documenting, organizing and communicating the requirements for the database, modeling the database architecture and ensuring it supports the business needs.

Test Engineer

Responsible for writing test plans, cases, and conditions for manual testing of the application

Assisting with implementing an automated functional/regression test. Helping mentor other testers in testing and Best Practices. Supporting Quality Assurance initiatives. Reporting regular status of testing. Recording and tracking defects through use of designated tools. Writing automated test scripts for applications and databases.

Software Quality Assurance

Responsible for reviewing and commenting on the project’s QA Plan. Implementing the quality program in accordance with this QA Plan. Developing statistical analysis and process quality metrics data for process and product performance using data from QA analysis/audits. Reporting on the results of all statistical analysis to the program/project management and other responsible parties. Performing root cause analysis on problem areas to help support improvement plans. Providing guidance and recommendations on improvement areas.

User Experience Designer

Responsible for translating customer requirements into defined user interfaces. Developing and maintaining design mockups, usage scenarios, prototypes, specifications, navigation maps and other design documents. Working with development teams to make sure that the workflow reflects the customer’s needs and ensure consistency among features. Defining innovative user interfaces and interaction styles which result in improved user productivity. If required may code/wire up UI screens to backend code.

Configuration Management

Responsible for reviewing and commenting on the project’s QA Plan. Implementing the quality program in accordance with this QA Plan. Resolving and following-up on any quality issues raised by QA related to CM. Ensuring the quality factors are implemented in the software related to CM. Implementing the CM practices, processes, and procedures in accordance the company’s quality policies and other program/project planning documents.

Table 7 Roles and Responsibilities

4.2 Program/Project Roles and Responsibilities

The following describes the functional groups that influence and control product quality in any project and their influence on QA functions and activities.

Program Management is responsible for the following items:

Establishing a quality program by committing the project to implement the Software Engineering Process Policy in accordance with the company’s quality policies.

Reviewing and approving the relevant QA Plan.

Resolving and following-up on any quality issues raised by QA.

Assisting the independent Quality Control (QC) group from the project to audit and report on the project’s QA functions and compliance with prescribed standards.

Identifying the quality factors to be implemented in the system and the project as a whole.

Project Management is responsible for:

Implementing the quality program in accordance with the company’s quality policies.

Identifying the QA activities to be performed by QA.

Reviewing and approving the QA Plan.

Identifying and funding an individual or an independent group from the project to perform the QA functions.

Resolving and following-up on any quality issues raised by QA.

Identifying and ensuring the quality factors to be implemented in the system and software.

Identifying, developing and maintaining planning documents such as the Program Management Plan, Test Plans, and the QA Plan.

Product/System Engineering when applicable is responsible for:

Reviewing and commenting on the project’s QA Plan.

Implementing the quality program in accordance with the QA Plan.

Resolving and following-up on any quality issues raised by QA related to software engineering activities.

Identifying, implementing, and evaluating the quality factors to be implemented in the system (software and hardware).

Implementing the engineering practices, processes, and procedures as in accordance the company’s quality policies and other program/project planning documents.

Product/Software Design/Development is responsible for:

Reviewing and commenting on the project’s QA Plan.

Implementing the quality program in accordance with the QA Plan.

Resolving and following-up on any quality issues raised by QA related to software design and development.

Identifying, implementing, and evaluating the quality factors to be implemented in the software.

Implementing the product/software design/development practices, processes, and procedures in accordance the company’s quality policies and other program/project planning documents.

Product/Software Test/Inspection is responsible for:

Reviewing and commenting on the project’s QA Plan.

Implementing the quality program in accordance with the QA Plan.

Resolving and following-up on any quality issues raised by QA related to product/software test.

Verifying the quality factors are implemented in the system.

Implementing the product/software test practices, processes, and procedures in accordance the company’s quality policies and other program/project planning documents.

Product/System Test is responsible for:

Reviewing and commenting on the project’s QA Plan.

Implementing the quality program in accordance with the QA Plan.

Resolving and following-up on any quality issues raised by QA as related to system test.

Verifying the quality factors are implemented in the system (software and hardware).

Implementing the system test practices, processes, and procedures in accordance the company’s quality policies and other program/project planning documents.

Configuration Management (CM) is responsible for:

Reviewing and commenting on the project’s QA Plan.

Implementing the quality program in accordance with this QA Plan.

Resolving and following-up on any quality issues raised by QA related to CM.

Ensuring the quality factors are implemented in the software related to CM.

Implementing the CM practices, processes, and procedures in accordance the company’s quality policies and other program/project planning documents.

Quality Control (QC) is responsible for:

Reviewing and commenting on the project’s QA Plan.

Implementing the quality program in accordance with this QA Plan.

Develop statistical analysis and process quality metrics data for process and product performance using data from QA analysis/audits

Report on the results of all statistical analysis to the program/project management and other responsible parties

Perform root cause analysis on problem areas to help support improvement plans

Provide guidance and recommendations on improvement areas

4.3 Strategy and Business

The Strategy and Business Development department is organized to include the front end pieces of the business – which includes business development, business development support, marketing, proposal writing, capture, and strategy. The structure includes the designation of leaders to lead the Integrated Growth Team (IGT) for a specific swim lane of business. Here are the IGTs:

4.4 Commercial Logistics Services

Leader – Donald Duck

Focus -Logistics services

Defense Technology

Leader – Duffy Duck

Focus – Logistics technology solutions

Adjacent Marketing

Leader – Red Bull/Mickey Mouse

Focus – State of Texas technology and maintenance related solutions

Supply Chain Solutions

Leader – Red Ants

Focus – Commercial distribution industry via our indirect partner channel

The structure also assigns resources to each IGT for various functional areas, but the actual resources from an organizational structure perspective reside in the originating department. The management of the Business Development support and proposal writing resources is done by the Director of Business Development Operations.

The Strategy and Business Development department rolls up to the Senior Vice President. While the IGT leaders can push opportunities through the various gates, the final submission and pricing will need to be signed off by the following key positions:

Senior Vice President of Strategy and Business Development

Chief Executive Officer

Executive Vice President – Programs

4.6 Human resources

4.6.1 General

To ensure competence of our personnel, job descriptions have been prepared identifying the qualifications required for each position that affects product quality. Qualifications include requirements for education, skills and experience. Appropriate qualifications, along with required training, provide the competence required for each position.

4.6.2 Competence, awareness and training

Qualifications are reviewed upon hire, when an employee changes positions or the requirements for a position change. Human resources maintain records of employee qualifications. If any differences between the employee’s qualifications and the requirements for the job are found, training or other action is taken to provide the employee with the necessary competence for the job. The results are then evaluated to determine if they were effective. Training and evaluation are conducted according to the Human Resources.

All employees are trained on the relevance and importance of their activities and how they contribute to the achievement of the quality objectives.

4.7 Business Manager Job Description

A business manager may take on a variety of different positions within a business, all of which involve the planning, directing, and coordinating of operations within a company.  A business manager is also responsible for developing policies and managing the daily operations of the business.  A business manager may also be responsible for planning for the most efficient use of materials and human resources.

A business manager may specialize in a specific area of business operations.  For example, a business manager may specialize in purchasing, personnel, or administrative services.  In other cases, a business manager may cover all aspects of business operation.  A business manager may also be held accountable for the accuracy of financial reporting for the business.

5.0 Rewards

Rewards will be base on each project if they finish on time and under budget. During the testing if the software is found to have many bugs the rewards will be up to the management.

The amount of rewards can be from twenty five dollars gift cards to two hundred dollars. The amount will be dependent on the Management Review Board to decide what the amounts will be given.

6.0 Helpful Mechanisms

Executive Management is responsible for conducting Management Review meetings.

The Quality Management Representative schedules the QMS meetings and notifies

6.1 Management Review Team.

Management Review Team is responsible for bringing information and progress reports on action items assigned to them at previous management review meetings, information on planned changes that could affect the QMS, quality planning needs and activities, and recommendations for improvements to the QMS; reviewing Management Review Items; and recommending dispositions in their respective areas of responsibility.

6.2 Quality Management System

XYZ developed and implemented a Quality Management System in order to document the company’s best business practices, better satisfy the requirements and expectations of its customers and improve the overall management of the company.

The Quality Management System of XYZ meets the requirements of the international standard ISO 9001:2008. This system addresses the design, development, production, installation, and servicing of the company’s products.

Each policy statement is followed by specific information pertaining to the procedures that describe the methods used to implement the necessary requirements.

This manual is used internally to guide the company’s employees through the various requirements of the ISO standard that must be met and maintained in order to ensure customer satisfaction, continuous improvement and provide the necessary instructions that create an empowered work force.

This manual is used externally to introduce our Quality Management System to our customers and other external organizations or individuals. The manual is used to familiarize them with the controls that have been implemented and to assure them that the integrity of the Quality Management System is maintained and focused on customer satisfaction and continuous improvement.

6.3 Quality Review Board

The primary purpose of the XYZ Quality Review Board is to review and audit XYZ’s operating plans, policies, processes, work instructions, forms, templates and procedures.

The XYZ Quality Review Board will assure XYZ business processes are in compliance with, but not limited to, adopted process frameworks such as Capability Maturity Model Integration (CMMI), International Organization for Standardization (ISO), Lean, and Information Technology Infrastructure Library (ITIL).

6.4 Management Review Board

MRB is responsible for Establishing the Quality Policy, and reviewing it for continuing suitability.

MRB is responsible for Communicating the Quality Policy, the importance of meeting regulatory and statutory and customer requirements.

MRB is responsible for identifying the Key Processes to be included in the QMS.

MRB is responsible for identifying the data required for effective review of the QMS.

MRB is responsible for bringing information and progress reports on action items assigned to them at previous management review meetings, information on planned changes that could affect the QMS, quality planning needs and activities, and recommendations for improvements to the QMS; reviewing Management Review Items; and recommending dispositions in their respective areas of responsibility.

6.5 Department function:

The document is organized to capture the following specific details for every Department function:

Responsibility/Owner – Who performs the function and who are the other relevant participants

Procedure – How should the function be performed

Required Artifacts – What artifacts are required in order to perform the function correctly and effectively?

Work Products/Results and records – What are the outputs/work products of the function and how are they captured and stored

Historical Record – For scheduled event, how and where is the event recorded for historical purposes

Triggers – What are the stimuli that will provoke this function to be performed? If possible how are the triggers to be recognized?

Notification – How are the results to be presented to the relevant parties?

7.0 Communication

An employee meeting will hold twice a month to inform the employee about projects that the company has win and projects that the company is bidding on. If an important message needs to go to the employees’ human resource will send an email message to all employees

Each department can hold weekly or monthly meeting depending on the projects or when time is permitted

8.0 Technology

This section of this document describes how the IT Department fits into the overall business relations within the company’s activities with special emphasis on the department/group’s specific activities.

Some tasks may require specific templates to be used. Such templates will be identified in the appropriate place(s) where they are required for the function.

1. The mission critical production application/servers will be operational 24 hours a day, 7 days per week except for hardware maintenance, software maintenance, backup/restore work, and upgrades which are scheduled in coordination with the application owner and to minimize disruption of service during prime time hours.

2. The services running on the servers will be operational and available to end-users except during agreed upon scheduled down time for backups, where required.

3. Data restore procedures will operate within an agreed upon recovery window from the receipt of the authorized request to restore.

4. Major maintenance for the Data Center facility is scheduled on an “as needed” basis with a minimum three days, if at all possible, prior notification where downtime of servers is anticipated.

5. Regularly scheduled automated Hardware and Software maintenance is Thursday from 9 pm to 1 am.

6. Backup of data and customer application is a daily automated operation

7. Network connection of production servers will at a minimum be 1 Gbps bandwidth

8. Production servers will be housed within one of the secure restricted access data center machine rooms.

9. Electrical source for the servers will provide conditioned power, supplied through data center UPS and power distribution units.

10. Air conditioning for the servers is controlled and monitored via the Data Center central systems.

11. In case of extended cooling, environmental or power failures, we reserve the right to shutdown systems in order to preserve system integrity and protect equipment against damage. 9.0 System & Network Support

The Information Technology department will deploy, test, and maintain computer systems including servers, computers, laptops, storage, networking equipment, battery backup power supplies and the approved server side software packages deployed to those systems. Information Technology will also maintain backups for the purpose of disaster recovery. For the purposes of service disruptive support, Information Technology has a standard Thursday Night maintenance window from 9PM to 1AM. Both automated maintenance and manual maintenance may occur during this window.

9.1 Responsibility/Participants

System and Network support is the responsibility of all employees in the Information Technology department. It is the primary responsibility of the Senior Systems Engineer and a secondary responsibility of the Information Technology Manager and Technical Support Specialists.

9.2 Triggers

The trigger for System Support will be the request for installation/modification/decommissioning of a system, server, storage, and network equipment or server side software. Requests maybe made through the helpdesk ticket system, via email, IM, or verbally. Additionally automated notifications can also be treated as a trigger for System Support.

9.3 How Is the Function Performed

Deploy: Systems and Network equipment are deployed as per the IT System Deployment Guide/Procedure.

Test: Systems and Networking equipment will be tested at deployment, in conjunction with updates, and/or on a schedule.

Maintain: Maintaining Systems and Networking equipment consists of two areas,

9.4 Updates and Backups.

Systems and Networking updates are normally deployed monthly for windows updates once tested by Information Technology and approved. Software updates other than windows updates are deployed as needed for new features and or problem resolution. Detailed information on installing, testing and approving windows updates is located in the IT Software 9.5 Update Procedure.

Backups are maintained by Information Technology for the purpose of disaster recovery. Specific information related to backups is located in the IT Backup Procedure.

9.6 Required Artifacts/Inputs

Artifacts/inputs include automated alerts, user requests/issues, or results from tests.

9.7 Work Products/Results and Records

Completion of the request, clearing of the alert, patching of the system or network equipment or resolution of the issue, and the documentation of what steps were taken to complete the request, or bring the issue to a close and documentation within a corresponding helpdesk ticket.

9.8 Who Needs To Be Notified

The individual who made the request, and any other affected parties are to be notified via email, im, telephone, or verbally. In the instances of automated alerts, the Information Technology Manager should be notified of the outcome.

9.9 Technical Support (End User)

A central phone number will be provided for customers to contact technical support during normal business hours (Monday – Friday 0700 – 1800).

In the case of no answer, leave a message and the next available technical support representative will assist you. Customers may also engage technical support by entering tickets into the Information Technology Helpdesk.

9.10 Responsibility/Participants

Technical support is the responsibility of all employees’ in the Information Technology department. First line of support will be the Information Technology Support Specialists. If tickets cannot be resolved at that level they are to be escalated up to the Information Technology Manager.

9.11 Triggers

The trigger for Technical support is either a call into the central call-in line, a ticket in the helpdesk, or a call into the afterhour’s On-Call line.

9.12 How Is the Function Performed

Tickets will be classified as either requests or issues and continually prioritized by importance.

Reponses to tickets will be given within 24 hours of submittal. Resolution times will vary depending on the nature of the ticket.

Once work on a ticket has been completed, or a resolution reached, the ticket is to have all relevant and pertinent information entered, and then be closed.

10.0 Training

Training will be per department for updating the skills or getting a new certification that would help the departments. If the training can be hold at company office or if the person has to go to a location which ever cost less that will be determine by management.

The company will pay for the first certification that an employee wants to take, however if the employee fails the test they can retake the test but they will have to pay for it out of their own pockets.

11. Relationships

11.1Conflict Management

Some of the potential conflicts that might arise among team member during the business are but not limited to:

Procrastination will have to be kept under control.

Family commitments could negatively impact project

Time schedule conflict

Creep might be some potential conflict for the assignment completion

11.2 Monitor and Control Risk

All attempts should be made to make the tasks deadlines as they are assigned.

If unable to meet individual tasks and deadline, they should notify the project manager in advance so that adjustments can be made before the project assignment is due.

In the case were additional tasks must be supported, prompt response from others are required and volunteering to take on additional tasks are encouraged and necessary to keep the project on schedule.

Decisions that require open discussion of a topic, there will be time allowed for input by all members. Look for team consensus on team’s input by getting their buy in.

Ask the question “Does anyone need help and/or are there issues with getting your task complete”.

Volunteer to provide information and/or resources that will help with learning

The team members should be really prompt for their work and communication so that everything will be done on time.

11.3 Leadership

Preceding management Review Meetings the Management Representative Reports actions and activities during the previous time frame prior to the Meetings that are conducted at a minimum -once a year annually.

11.4 Management Review Report inputs shall include;

a) Results of audits

Customer feedback

Process performance and Product conformity

Status of Preventive and Corrective Actions

Follow-up Actions

Changes that could affect the QMS

Recommendations for improvement

11.5 Process Improvement

Process improvement proposals/ Best Practices/ Lessons Learned/ Process

Defects received from the projects will be analyzed by Process Excellence employing other related assets such as QA audit reports, Measurement & Analysis (M&A) reports/ M&A action item logs to validate the process improvement. The process Improvement activities are then analyzed for scope considering as well time, effort-hours, to deploy the process improvements and the impact on current project deployments.

Approved process improvements are executed according to the management practices.

The annual plan for process development and improvement activities of the organization is prepared by the Director of CMMI, Process Excellence. The Process Improvement Plan (PIP) is based on XYZ’s Strategic Plan, goals and objectives. The Plan is reviewed and approved by process Excellence and the Management Review Board and the approved plan is base-lined. The Process Improvement Plan is reviewed as needed and modifications are made if required. Inputs into the PIP should include:

Process Improvement Proposals

Process Defects Reported

Process quality review findings

Metrics – including analysis of baseline processes and metrics data

Modification(s) to meet the changing business needs

Corrective action initiated by findings of reviews and gap analysis

Suggestions/feedback from users

Comparison of project’s performance compared with the goals

Problems/issues identified through customer feedback process or reported by customer

Changes to CMMI model by the SEI

Changes to the ISO Standards

Best Practices and Lessons Learned reported by Projects

Process Waivers / Process Tailoring Requests

SCAMPI Assessments and SCAMPI Readiness Reviews

ISO internal and external certifications

The Process Improvement Plan has measurable goals for short term and long-term process performance and improvement based on business objectives. The Process Improvement Plan prioritizes the process development and improvement activities, and assigns responsibilities for the same to Process Action Teams. The plan includes resource requirements and schedule for completion of these activities. If required, before implementing the process improvement suggestions, the suggestions are piloted and the benefits are documented.

Document Change Requests are tracked on weekly basis and the status on process improvement, technology adaptation and metrics analysis activities is shared with members of the Management Review Board (MRB) in the MRB meetings.

11.6 Process Improvement Metrics

The metrics on process improvement activities computed and analyzed by the MRB are maintained in the Measurement Repository in the QMS SharePoint Portal

These may include:

The planned (Process Improvement Plan) and actual (Time sheet) effort expended on process improvement activities

Number of Preventative/Corrective Action Requests for each procedure received and implemented

Total number of Change Requests implemented per month

Average response time to close a Change Requests

Percentage of Change Requests accepted per month

Number of changes accepted, rejected and carried forward every month

Effort-hours on process improvement activities

Number of in-house tools developed

Number of enhancements to in-house tools

Cost of new tools/enhancements to tools

Conclusion

Organization Change and Organization Diagnosis are the same way. One way has eight steps and the other is six steps. The information in both reports is the same but the layout is different. I believe that if you get the information into a plan that shows the Purpose, Structures, Rewards, Helpful mechanism, Relationships, and Leadership. The Rewards section describes if the team get a reward, this is up to management project manager can request but will the money deplete the budget a Strategy and Business and is it above the standards. Morale within the company, things that the management can do is having parties outside of the business.