Quality Control & Project Management

The decision to undertake a major program could be driven by a variety of issues. The purpose may be a business crisis, need to undertake an enterprise wide cost reduction initiative. But more typically, programs are precipitated by some imminent business change such as a new business or market opportunity, a merger or acquisition, or the need to respond to or exploit a major regulatory change. Getting the desired results from the program requires thorough strategic planning, execution and management, as well as the ability to overcome obstacles along the way.

Highlights of Jafra Technical contracting(JTC) Program Management MethodologyJafra Technical contractingIntegrated Systems has a proprietary Program Management Methodology to achieve the objectives of the initiatives planned by its clients. Such a methodology has several benefits in a large, complex, mission-critical project, where multiple players need to work towards common objectives, a consistent architecture and successful deployment. Jafra Technical contractingIntegrated Systems approach facilitates building of a common vision, architecture and infrastructure, as well as driving the program initiatives to a successful conclusion.

Strategic Planning

Jafra Technical contractingDefines and articulates the overall business and vision, strategy and scope, and institutionalizes the processes. Key components of this element include the following:

• Articulate the 360-degree vision, and define scope and strategic objectives of the Program, incorporating the needs of employees and customers while ensuring completeness.
• Design suitable business processes or improves existing processes to support the post¬ implementation scenario, while incorporating best practices.
• Institutionalize the project management processes and ensure alignment of processes with strategic objectives. Review project plans and objectives.
• Prioritize the Program and project plans and activities; align execution with strategic objectives.

Business Value Management

Jafra Technical contracting Validates project feasibility, estimates overall resource &effort requirements, and monitors business value creation throughout the project. Key components of this element include the following:

• Assess feasibility and analyze cost-benefit across project life cycle.
• Align benefits expected with project implementation and deployment sequencing.
• Use case studies and benchmarks to validate feasibility of projects.
• Review scope and align with budget.
• Validate key project decisions with a focus on value creation vis-a-vis implementation considerations.
• Estimate the effort and resources required using suitable tools and techniques.
• Continuous management of scope, schedule, and budget
• Continuous measurement of potential benefits and revision of business case to ensure net value creation

Project and Resource Management

Jafra Technical contracting L.L.C Optimize the Schedule, budget and the project deliverables. It identifies, provides, and assigns the resources. Key components of this framework element include:

• Create and obtain acceptance of project plans
• Create and maintain requirements repository
• Create and obtain acceptance of deliverables
• Project planning, monitoring and control; project delivery
• Identify and forecast all resource needs and options required to support the scope of the program and individual projects.
• Organize, acquire and deploy people, technology, and resources
• Manage resource availability
• Resolve staffing and other resource issues inherent to the conduct of the Program
• Define project activities, individual project streams and detailed work plans
• Implement work plans
• Manage project deadlines, daily monitoring of various project streams and progress reporting

Constituency & Change Management

Jafra Technical contractingMaintain ongoing relationships, set &manage stakeholder expectations, and manage organizational change. Key components of this framework element include:

• Establish project ownership and accountability by various managers, teams through their involvement in planning and execution of projects.
• Facilitate communication and manage expectations of various constituencies.
• Focus the constituents on business value creation while adhering to scope, schedule, and budget.
• Maintain ongoing relationships.
• Validate availability and commitment of required effort and resources from constituents.
• Create and implement change management plans to create buy-in and consensus.
• Ensure an ongoing dialogue among key stakeholders and Senior Management.
• Ensure responsiveness of the teams to change during Program implementation and in the post-implementation scenario.

Quality Assurance

Jafra Technical contractingEnsures comprehensive &independent testing and high quality of deliverables through a rigorous and fault-free quality assurance (QA) process. Key components of this framework element include:

• Institute QA processes and mechanisms, including appropriate test strategies, procedures, reviews and audits,
• Identify and install suitable tools for configuration management, defect tracking, testing and change control.
• Review plans and deliverables at each stage of a project’s life cycle.
• Incorporate best practices and processes at each stage.
• Identify possibilities for automation of testing and QA processes.

Project and Resource Management

Jafra Technical contracting L.L.C Optimize the Schedule, budget and the project deliverables. It identifies, provides, and assigns the resources. Key components of this framework element include:

• Create and obtain acceptance of project plans
• Create and maintain requirements repository
• Create and obtain acceptance of deliverables
• Project planning, monitoring and control; project delivery
• Identify and forecast all resource needs and options required to support the scope of the program and individual projects.
• Organize, acquire and deploy people, technology, and resources
• Manage resource availability
• Resolve staffing and other resource issues inherent to the conduct of the Program
• Define project activities, individual project streams and detailed work plans
• Implement work plans
• Manage project deadlines, daily monitoring of various project streams and progress reporting

Risk Management

Jafra Technical contractingdenitrify, qualify, and priorities risks and devise potential mitigating strategies. Key components of this framework element include:

• Identify and manage issues at all levels of the projects.
• Establish issue resolution processes.
• Anticipate and qualify potential risks.
• Assess the probability of risks and potential impact.
• Manage development of risk mitigating strategies.
• Build contingency plans relevant to project execution and deployment.
• Assign & monitor the implementation of contingency plans & risk mitigation strategies.

Knowledge & Content Management

Jafra Technical contracting Shares and leverages information and ensures smooth communication between teams & experts. Key components of this framework element include:

• Creation and storage of project documentation
• Creation of knowledge repository with appropriate access to team members
• Creation of knowledge sharing &communication mechanisms
• Ensure continuous update of the knowledge repository
• Implement training & knowledge exchange Program
• Ensuring access to technical and domain experts whenever required

Impact Management

Impact Management is the overall process of anticipating and managing circumstances that may adversely affect a program in terms of scope, cost, benefits, and/or schedule. Alternatively, it is the process required to manage expectations, to govern project scope and to prudently protect scarce financial and human resources. The disciplined use of Impact Management will yield the following benefits:

• Achieve early recognition of program impacts
• Gain rapid consensus on resolutions
• Develop common ownership of project scope and completion dates

Impact Management consists of three distinct and separate but related functions:

• Risk Management
• Issue / Problem Management
• Change Management

There are heavy correlations between these three functions; risk management, issue (problem) management, and change management. A risk is identified through risk management. During risk management, there is the potential for an event to occur that has the potential to cause a negative impact to the program. When one of those potential events becomes reality, the program needs to begin issue (problem) management. The resolution and fixes to these issues, then typically yield changes to the program, which requires the program toexec.