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: April 2018

Project implementation by implementation partners


Meena Sharma has written to me about a situation in one of the companies she knows. She says: “A company has a software product. The product was being customized for individual customers and implemented by the delivery team. Now the company wants the implementation work right from gap analysis to final delivery done by the implementation partners instead of their own resources. What new processes will have to be evolved and implemented in this changed scenario ?

Under the circumstances you explained, I don’t think the company need to have any additional processes. If I understood your problem correctly, the situation is simple. This company’s project delivery processes have to be effectively transferred to selected implementation partners. This is to be done so effectively that the partners’ team works just like your own team. This will need a series of trainings right from your  mission, vision, policies, core values, quality processes, measurement framework and finally the project delivery processes. Same monitoring and control processes will now be applicable to the employees from the partners through their project managers. Monthly (or at whatever frequency) project progress reports should flow from the partners’ implementation team to company’s delivery management and PMO.

Only additional process steps I can envisage is  about signing a non-disclosure agreement between your company and each of your partner employees and a performance appraisal for them- based on  their performance in the projects.

Don’t forget, the onus of delivery within customer specified quality, cost and schedule parameters still remains with the company and not with their implementation partners. Your monitoring and control mechanism should be able to match this expectation under the new circumstances. Any risks anticipated on account of the said partnership must be identified and processes as per company’s existing processes…

I will welcome any clarifications on this issues.

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Documentation for organisational context


Asheef Mohamed from Muscat, Oman has asked: “For context of organisation what record can be used?  Internal and external issues logs or something else?”

Here are my views on this issue:

Except clause 4.3: Scope, the requirements of clause 4 of ISO 9001:2015 are not covered in the list of mandated documents. However, determination of external and internal issues, interested parties and their requirements are ‘shall statements’. Not only this, their  monitoring and review to ensure their continued suitability for the organization are also shall statements. How to achieve these requirements without excessive documentation is part of your question. Here are some of the ways you can achieve  this objective of yours:

Clause 4.1:

  • Organizational goals, purpose, intended outcomes may be in the form of mission, vision, Quality Policy and core value  statements
  • Internal and external issues may be included in organizational risk register, strategy, MoMs, email circulars, posters etc)
  • Context statement in  a few organization

Clause 4.2:

  • Applicable legislation and regulatory compliance register
  • Contracts with customers and suppliers
  • Complaints/ complements received from customers and others
  • Interested parties and their needs & expectations

Since your query is for organisational context, I take it for entire clause 4 of the stadard. Let me therefore include clauses 4.3 and clause 4.4 also.

Clause 4.3:

  • Documented Scope statement, which anyways remains a mandated requirement

Clause 4.4:

  • Defined process framework and interrelations between processes
  • Evidence and of continual improvement
  • Formats, guidelines, standards, checklists, directives etc.

Hope this satisfies your query. I will be pleased to more clarify issues …

Communications as per clause 7.4 of ISO 9001:2015


Salman Raziq <salman.raziq@tqcts.com> writes from Muscat, Oman: “Clause 7.4 speaks of communication. It says all the communication regarding QMS should be recorded and I have a communication register with me. </salman.raziq@tqcts.com>How do I record all the communication happening in the organization in the register? Is it really possible”.

My answer: Clause 7.4 merely asks for determination of internal and external communications relevant to QMS and details thereon. It does not ask for recording all the communications taking place across the organization. Probably you want to create  a communications register to use it as an evidence for the auditors, which in my opinion, is not the right approach. Let us do our business as usual without bothering about audits. Usual channels of communications in any organization are emails, town-hall meets, posters, danglers and internet/ intranet sites etc. Most of these are already pieces of recorded evidence. Meeting minutes of management addresses or speeches are also records. Even if a number of sampled employees in an organization tell the auditors about a speech or  meeting with relevant details, it is a piece of evidence.  Creating a separate register for recording communications is not a good idea.

Hope this explanation satisfies you…

 

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