QualityMentors Blog

This blog is a membership based discussion forum on Project Management, Software Quality, CMMI® for development, ISMS and associated subjects. It provides a common platform for our training participants and others to share views and obtain expert opinion on issues related to above subjects. Also, it is used by QualityMentors training participants to upload their personal details in a secured manner in line to the guidelines laid down in ISO/IEC 17024:2003. This blog draws its strength from its members who are welcome to share professional and personal experiences, comments, articles and reference links to make it a preferred knowledge repository for their collective use. It encourages fact based decision making as an success enabler for projects in member organizations.

Monthly Archives: March 2011

Global Resource Management Methodology

I have been asked by my organization to work on a Global Resource Management process.  The objective is to clearly define the hiring process and also to streamline the current internal resource management activties.

At this point in time, visibility into utilization figures, adequacy of staff, skill set availability is low and fragmented. All this needs to be worked on and streamlined.

As this is virgin territory for me, i would appreciate any help on how i should go about tackling this project.

The current steps that i am taking are in this order:

1.  Creating a topography of all available resources.

2.  Creating a Skill Set inventory

3.  Getting information regarding utilization of resources based on Billable / Non – Billable resources.

4. Understanding current leveraging patterns across projects for available resources

5.  Obtaining Bench Strength information.

6.  Obtaining information on new projects in the pipeline, estimated resource requirements.

7.  Creating an annual forecast based on the above.

This will go along with developing the process for recruitment.

Please do let me know if this approach makes sense. Please feel free to dispute everything that i may have mentioned here since i may be completely off tangent.

Awaiting your responses.



QA team size

I would like to understand as to whether there are any benchmarks / pointers available on adequate sizing of an organization’s QA team. What i am driving at is as to whether there is a methodology to figuring out how many QA resources would be required per FTE (Full Time Eqvivalent) resources.

I know there could be ambiguity with respect to type of projects / technology etc but any guidelines or published metrics would be of great assistance.




Generic Checklists on ISMS Audits

As an organization that is planning to implement ISO 27001, i would be grateful if any of the members here could share generic Audit checklists for auditing various departments / functions of the organization. Espescially for Top Management,  MR etc.




Clarification on Configuration Management

We are a middle size organization. We  launched our CMMI-Dev, V 1.3, ML 3 journey last year and are going to have our final SCAMP Appraisal soon. While most other projects are using MS VSS as the CM tool, an old and lengthy project nearing its completion has not been using any CM Tool. This project is selected, amongst a few others, for being examined during the SCAMPI Appraisal.

My question to fellow members is this: Shall we create a MS VSS directory for this project and put all past artifacts in it or keep leading the project as it is and risk our appraisal?



Differences / salient features of CMMi v1.3 over v1.2

I have tried to respond to Rohit’s post of 23rd March regarding ‘Differences / salient features of CMMi v1.3 over v1.2’ after going through the new version of CMMI-Dev (V 1.3) and have listed down following changes in it:


Architecture related changes:

  1. ‘Typical work products’ referred in CMMI-Dev, V 1.2 will be are now called ‘example work products.
  2. ‘Amplification’ model component has been removed, making the model simpler.
  3. ‘IPPD’ addition has been removed from V 1.3. You don’t see the term ‘IPPD’ anywhere in the model.

Process Area category:

  1. REQM PA has been moved from Engineering category to Project Management category.

New areas included in PA descriptions while providing interpretation of SPs and GPs:

  1. Agile methods
  2. Quality attributes (i.e., non functional requirements or “ilities”)
  3. Allocation of product capabilities to release increments.
  4. Product lines
  5. System of systems
  6. Architecture-centric development practices
  7. Technology maturation
  8. Customer satisfaction

The new model is therefore easier to implement by a variety of  organizations in software, as well as other industries.

GGs, GPs, and GP Elaborations:

  1. Generic goals, generic practices, and GP elaborations are available at one Place in the first section of Part 2. The GP elaborations in the process areas have been removed.
  2. Simplified GG1 to make it more understandable.
  3. Renamed GP 2.6 as ‘Control Work Products’ (earlier it was ‘Manage configurations’).
  4. GP 2.9 is now ‘Objectively evaluate adherence of selected work products’. ‘Selected work products’ now provide more flexibility.
  5. Simplified the GP 3.2. Earlier statement ‘Collect work products, measures, measurement results, and improvement information’ is now replaced with ‘Collect process-related experiences’.
  6. GG4 and GG5 have been eliminated.

High Maturity Updates:

  1. The possibility of subjective interpretations of high maturity PAs has now been minimized by adding clarifications on:
  2. Process models and process modeling.
  3. How business objectives thread to high maturity.
  4. Common causes – definition/concentration/expectations at ML5.
  5. Defining high maturity expectations on individual PA performance.
  6. High maturity re-structuring (including stronger alignment of ML4 & ML5).
  7. Sub-process – selection/definition/level of instantiation is better explained now.
    1. Better explanation of high maturity requirements and expectations eliminates subjectivity in interpreting the goals and practices. Such subjectivity was proving to be problematic  for appraisers and implementers, both. Both used to refer to high maturity presentations released by the SEI, the appraiser methods or their knowledge of other models/ standards to support of their interpretations. By providing clarity in version 1.3, such subjectivity will thus fade away.

I would say, this is the most important change in the model.

  1. OID PAs has been removed and a new PA, called OPM (Organizational Process Management) has been introduced.

Overall comments:

The new model is more concise with about 100 pages less than its earlier avatar, and with GG4 and GG5 removed.

I will get the book on  V 1.3 of CMMI-Dev in coming 3-5 days and would add to this post in case more differences are found. Rest of the details in the two versions remain the same.

Members may add to these details….


Differences / salient features of CMMi v1.3 over v1.2

Would like to know if anyone has a presentation or any other document that highlights the differences / salient features that the latest iteration of the model encompasses.


The new book on CMMI(R) for Dev., version 1.3

The new book “CMMI for Development®: Guidelines for Process Integration and Product Improvement, Third Edition” is now available from www.amazon.com @ USD 62.36, including shipping and handling charges of USD 9.98. Its ISBN is 0- 321-15496-7 and it is the hard copy version of SEI’s  ‘CMU/SEI-2010-TR-033’. They have started shipping it from 19th March.

Inside the Indo-pak cyber wars

This article was published in the ‘India Today’ magazine of march 21, 2011. My friend Rakesh Goyal contributed most of the material for this article. Please read on….

What happens when Quality is not followed?


Interesting illustrations:  What happens when Quality is not followed?


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