A leading telecom products company

There was a high degree of requirements volatility with ever-changing requirements. The existing requirements management practice was not robust enough to handle this. There was an absence of formal estimation processes with a lack of proper documentation and no rationale for estimates. This resulted in incorrect estimations and a change of project plans during the course of the project.

There was a high degree of post release defects handled by the support team which was not being fed back to the development team. The review process was also not adequate enough to analyze the review data captured. Any process addition or process improvement initiative was looked upon as a cost to the product lifecycle. The organization culture focused on defect management rather than defect prevention.

A methodology for tracking effort was laid down and a tool was created and implemented to track efforts. A new estimation methodology was also drafted. Quality planning was also implemented along with core project metrics which were then regularly reviewed. A new approach to configuration management procedure was proposed along with necessary templates. Change management metrics were defined and software configuration management planning, change control, status accounting and configuration audits were implemented.