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Satyam Confidential 1Satyam Confidential
The Journey to CMMI Level 5
Integrating Six Sigma with CMMI
Presenters
Sridhar N
Chandrika Samuel
Awareness Talk at
MSC Malaysia Innovation Center, Cyberjaya
19th Mar 2008
Satyam Confidential
Overview of CMMI
Overview of Six Sigma
CMMI and Six Sigma Relationships
Statistical Process Control for CMMI
Six Sigma at Satyam
Agenda
CMMI thru Six Sigma – A case study
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Overview of CMMI
3
Integrating Six Sigma with CMMI
Satyam Confidential
What is CMMI?
CMMI for Development is a reference model that covers development and
maintenance activities applied to products and services
The CMMI for Development constellation consists of two models: CMMI for
Development + IPPD and CMMI for Development (without IPPD)
C
Capability
M
I
Maturity Model Integration
M
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Overview of CMMI
CMMI® (Capability Maturity Model® Integration) is
A process improvement maturity model for the development of products and
services
An approach that provides organizations with the essential elements of effective
processes
It consists of best practices that address development and maintenance
activities covering the product lifecycle from conception through delivery and
maintenance
It can be used to guide process improvements across a project, a division, or
an entire organization
CMMI helps integrate traditionally separate organizational functions
CMMI helps set process improvement goals and priorities
CMMI helps provide guidance for quality processes, and provide a point of
reference for appraising current processes
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The base model contains 22 Process Areas that cover the systems and
software engineering disciplines
In addition
3 process areas cover Integrated Product and Process
Development (IPPD)
1 process area covers Supplier Sourcing
IPPD is a systematic approach that achieves a timely collaboration
among relevant stakeholders throughout the life of the product to
better satisfy customer needs and expectations
Overview of CMMI
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CMMI Process Area Components
Key:
Statement
of Purpose
Introductory
Notes
Related
Process Areas
Process Area
Specific
Goals
Specific
Practices
Typical Work
ProductsSub-Practices
Generic
Goals
Generic
Practices
Generic Practice
ElaborationsSub-Practices
Required
Expected
Informative
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CMMI Maturity Levels
Process unpredictable,
poorly controlled and reactive
Process Characterized for
projects and is often reactive
Process characterized for the
Organization and is proactive
Process measured and
controlled
Focus on continuous
improvement
1
2
3
4
5
Init
ial
Managed
Defi
ned
Quanti
tati
vely
Managed
Opti
miz
ing
Levels
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Process Areas - Maturity Level Wise
Level 2 Level 3 Level 4 Level 5• Requirements
Management
• Project Planning
• Project Monitoring
and Control
• Measurement and
Analysis
• Configuration
Management
• Process and
Product Quality
Assurance
• Supplier
Agreement
Management
• Requirements
Development
• Technical Solution
• Product Integration
• Validation
• Verification
• Risk Management
• Integrated Project
Management +IPPD
• Decision Analysis
and Resolution
• Organizational
Process Definition
+IPPD
• Organizational
Process Focus
• Organizational
Training
• Quantitative
Project
Management
• Organizational
Process
Performance
• Organizational
Innovation and
Deployment
• Causal Analysis
and Resolution
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Process Area Categories
EngineeringProject
Management
Support Process
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Engineering Project Management • Requirements Management
• Requirements Development
• Technical Solution
• Product Integration
• Verification
• Validation
• Project Planning
• Risk Management
• Integrated Project Management
+IPPD
• Project Monitoring and Control
• Quantitative Project Management
• Supplier Agreement Management
Support Process• Configuration Management
• Measurement and Analysis
• Process and Product Quality
Assurance
• Decision Analysis and Resolution
• Causal Analysis and Resolution
• Organizational Process Definition
+IPPD
• Organizational Process Focus
• Organizational Training
• Organizational Process Performance
• Organizational Innovation and
Deployment
Process Areas - Category Wise
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The CMMI Product Suite provides best practices for product and service
development and maintenance. Some of the benefits of these best practices
are:
Align engineering and management activities to the business goals
Expand the scope and visibility of the product lifecycle and engineering
activities to meet customer expectations
Incorporate lessons learnt from additional areas of best practice (e.g.,
measurement, risk management, supplier management etc)
Implement more robust practices leading to high maturity
CMMI Benefits
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Overview of Six Sigma
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Integrating Six Sigma with CMMI
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We don’t know what we don’t know
If we can’t measure it, we really don’t know much about it
If we don’t know much about it, we can’t control it
If we can’t control it, we are at the mercy of chance
Focus on the Customer!
Six Sigma Philosophy
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Why do Companies Need Six Sigma?
Companies use Six Sigma to reduce variation in products
and processes leading to -
Fewer defects
Reduced cycle times
Increased capacity and throughput
Lower costs
Higher revenues and
Reduced capital expenditures
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A buzz word to institutionalize a process improvement mindset
A methodology for
Identifying sources of defects and re-engineering
Eliminating defects
Preventing problems
Delighting customers
A set of tools (technical and analytical – for analyzing processes,
understanding customer needs, and eliminating defects)
A training program to develop different levels of expertise
Yellow Belt
Green Belt
Black Belt
Master Black Belt
What is Six Sigma?
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How is Six Sigma Different?
Tangible monetary benefits
A process focused organization
Data driven decisions
Change management
Customer centric approach
Employee satisfaction
Reduced complaints and associated costs
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Six Sigma – How is it Done
Six Sigma can be applied to any process; Business, Design, Sales &
Support etc.,
Fundamental model is to identify and convert a defect into a
measurable value, understand the impact, identify a process-
control and implement the same
Model for applying Six Sigma
Business
Problem
Statistical
Problem
Statistical
Solution
Business
Solution
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D
Define
improvement
goals
Tools used
-Pareto charts
-Bar Graphs
-Pie Charts
M
Measure current performance
Tools Used-MSA-Box Plots-Dot Plots-Histograms
AAnalyze the system to determine ways to improve it
Tools Used-Regression-Correlation-HypothesisTesting
I
Improve the
system to
remove
variation and
non-value
added actions
Tools Used
-DoE
-ANOVA
-Surface
Resp. Testing
CControlthe system so problems do not recur
Tools used-Poka Yoke-Flagging-Control Charts
Six Sigma Methodology
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Improve
Customer Satisfaction By
Reducing And Eliminating
Defects
Six Sigma Philosophy
Greater Profits
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What is Six Sigma?
A – Quality Management Philosophy
B – Quality Improvement Methodology
C – Measure of Quality
D – Statistical Thinking
Answer is ? ______
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What is Six Sigma?
A – Quality Management Philosophy
B – Quality Improvement Methodology
C – Measure of Quality
D – Statistical Thinking
Answer is ? ______
‘All of the Above’
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What is Six Sigma?
Quality Management Philosophy
Reduce variation in business and be customer focused.
‘Management by Fact’
Quality Improvement Methodology
Methodology and tools to improve business processes
Delivers ‘better’, ‘Faster’ and ‘Cheaper’ solutions
Uses statistical process methods such as DMAIC, DFSS etc
Measure of Quality
Measurable improvements
Measure of performance
Measure of results
Statistical Thinking
Everything is a process
Variation exists in all processes
Data is used to understand variation and drive improvements
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Six Sigma (6 ) is a high-performance, rigorous, disciplined and metric-
driven methodology that uses data and statistical analysis to measure
and improve company’s operational performance
Conceptualized in the early 80s for 'breakthrough improvements' in
processes and product design, leading to higher monetary benefits and
customer delight
The term "Six Sigma" relates to the number of mathematical defects in
a process. Six Sigma practitioners focus on systematically eliminating
the defects so they can get as close to "zero defects" as possible
Six Sigma aims for virtually error free business performance by the
identification and elimination of defects in manufacturing and service
related processes
Overview of Six Sigma
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CMMI and Six Sigma
Relationship
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Integrating Six Sigma with CMMI
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CMMI and Six Sigma Integration
CMMI fits seamlessly into SS. CMMI provides the necessary detailed
implementation guidance and proven best practices to implement Six sigma in
Software development
CMMI
Six Sigma
SS is a change management and an
improvement approach
SS is a measurement approach
CMMI provides necessary depth, guidance and
best practices to implement Six Sigma
CMMI provides proven improvement steps to
implement Six Sigma
CMMI is necessary to establish detailed actions
and to measure progress
CMMI allows to objectively evaluate and
communicate the maturity of a product
development org
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CMMI Representation with Six Sigma
Source – SEI Web Site
Six Sigma can be used at each maturity level, starting as a driving force, accelerate at
Level 1 and progressing to the organization-wide application of what were originally local
improvements
Level 5 is reached when an organization can focus on continuous process improvements
The following are examples of
Six Sigma analytical tool kit
linked to CMMI process areas -
Decision Analysis & Resolution
(DAR) - can use concept
selection methods such as Pugh
Matrix
Risk Management (RSKM) -
can use Failure Modes & Effects
Analysis (FMEA)
Technical Solution (TS) - can
use Design FMEA
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CMMI Process Areas and DMAIC Framework
The organization's measurement process can be mapped to the generic practices that apply
to all the CMMI process areas as shown below.
The generic practices that are oriented to the organization's measurement process are
listed below.
Source – SEI Web Site
Generic Practice 2.8- Monitor and
Control the Process
Generic Practice 3.2 - Collect
Improvement Information
Generic Practice 4.1 - Establish
Quality Objectives
Generic Practice 4.2 - Stabilize Sub
process Performance
Generic Practice 5.1 - Ensure
Continuous Process Improvement
Generic Practice 5.2 - Correct
Common Causes of Problems
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CMMI Level Process Area Define Measure Analyze Improve Control
Level 5
Organizational Innovation and
Deployment
Causal Analysis and Resolution
Level 4Quantitative Project Management
Organizational Process Performance
Level 3
Requirements Development
Technical Solution
Product Integration
Validation
Verification
Risk Management
Integrated Project Management + IPPD
Decision Analysis and Resolution
Organizational Process Definition + IPPD
Organizational Process Focus
Organizational Training
Level 2
Requirements Management
Project Planning
Project Monitoring and Control
Measurement and Analysis
Configuration Management
Process and Product Quality Assurance
Supplier Agreement Management
Aligning DMAIC with CMMI Process Areas
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CMMI ‘WHAT’ Six Sigma ‘HOW’
Six Sigma and CMMI help Organizations Enhance their Business Performance
Through Breakthrough Improvements in Quality and Productivity and Increase ROI
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WHAT’s of CMMI HOW TO’s of Six Sigma
Requirements Development VOC, Affinity Diagram, QFD, FMEA
Causal Analysis and Resolution Ishikawa Pareto Chart, Fish Bone
Quantitative Project Management Control Charts, Trend Charts
Organizational Process Definition SIPOC, Project Charter
Risk Management Failure Mode Effect Analysis
Decision Analysis and Resolution Criteria Based Matrix, Pugh matrix, QFD
Satyam Confidential
CMMI & Six Sigma – Complementing Each Other
The focus of Six Sigma was to improve manufacturing processes
Over a time of its maturity it has become more widely used, organizations
have been applying this data-driven improvement initiative to the rest of
their business life cycles and supply chains
While the CMMI provides a framework for project management and
software engineering, the efficiency of these processes is complemented by
the usage of the Six Sigma methodologies
The characteristic of CMMI maturity level 5 is continuous improvement,
wherein Six Sigma provides methodologies for this journey of continuous
improvement.
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Measure – Is specifically addressed through Measurement and Analysis,
Organizational Process Performance and Quantitative Project
Management
Method – A broad and deep set of methods, tools and best practices
specific for operational excellence (mature processes) in the software
development organization
Management Approach – All practices of CMMI aiming at process
institutionalization in order to ensure the commitment and ability to
perform as well as directing and verifying the implementation
CMMI Implements the 3Ms of Six Sigma
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Synergy in Goals and Principles
CMMI Six Sigma
Operational excellence in software
developmentOperational excellence
Tools and Methodologies targeted at reducing
variation and cycle time through root cause
analysis and dramatically improving software
development processes through out the life
cycle of a project
Tools and Methodologies targeted at reducing
variation and cycle time through root cause
analysis and dramatically improving processes
Improved on time delivery, on budget and on
quality = improved customer delight, leading
to increased revenues
Improved quality of service, reduce waste
and customer delight, leading to increased
revenues
Less non-value-adding-work – free up
resources for growth
Less non-value-adding-work – free up
resources for growth
A culture of ‘continuously improving’ with
every single person contributing
A culture of ‘continuously improving’ with
every single person contributing
Over time, a basis for more aggressive
competition, as well as more freedom and
flexibility for strategic moves
Over time, a basis for more aggressive
competition, as well as more freedom and
flexibility for strategic moves
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Six Sigma CMMI
Transformational Change
Institutionalization continuous innovation and
improvement into the DNA of an organization
– to achieve and sustain exceptional results
and breakthrough improvements
Transformational Change – All
mentioned for Six Sigma applies for
CMMI as well
Key Success Factors
Senior Management commitment
Customer centric
Strategic Alignment
Full time resourcing
Business Process Framework
Systematic Approach to Change
Benefits and Tracking
Performance Enhancement and Management
Capabilities, Learning and Knowledge
Program and Deployment Management
Data Driven Decisions
Key Success Factors
All mentioned for Six Sigma applies for
CMMI as well
CMMI builds on the same Change Management principles as that of Six Sigma
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Synergy in Change Management
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Implementing both models together can lead to:
Greater focus on the customer leading to customer delight and healthier bottom lines [ROI]
Continuous process improvements
Decision making culture
A data driven organization
Helps encourage a change in behavior as opposed to ‘achieving a level’
Reinforcing change as a way of life
Good measurements are essential to successful Six Sigma implementation and support
CMMI goals
Six Sigma can help accelerate CMMI implementation at ALL levels of maturity
CMMI seamlessly fits into Six Sigma approaches and provides detailed best practices and
guidance on its specific implementation in software development
Six Sigma and CMMI can be used as the tactical engine for high capability and high maturity
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Synergy in Benefits
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Six Sigma Process Improvement -
attacking business problems that have
distinct ROI with special tools using a Six Sigma Project as
the vehicle
CMMI Process Improvement -
establishing a set of enabling systems
that constantly monitor all
processes in an area and continuously
improve them
Establish ongoing enabling systems,
that embed Six Sigma into CMMI Journey to
ensure Customer Delight and Return
on Investment
Synergy in Business Goals
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Benefits of Both Models – What does SEI have to say ?
"A lot of the driving influence is that corporations are using Six Sigma
everywhere else, and now they're extending that to the software domain.
Software organizations are being called upon to use this method that's being
used successfully elsewhere in the organization."
- Jeannine Siviy Deputy director, Carnegie Mellon's Software Engineering
Institute (SEI) Dynamic Systems
A lot of big companies are developing their own software engineering
variant of Six Sigma training, putting software-specific examples into the
normal Six Sigma curriculum.
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SPC for CMMI
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Integrating Six Sigma with CMMI
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Six Sigma Tools and Techniques
Affinity Diagrams Scatter Diagrams Control Charts and
Run Charts
Histograms
Pareto Charts Cause and Effect
Diagrams
Quality Function
Diagram
Failure Mode and
Effect Analysis
Six Sigma Tools and Techniques to
Accelerate CMMI
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Histogram (Defect Rate (Defect/PD)
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
0.0-
0.9
1.0-
1.9
2.0-
2.9
3.0-
3.9
4.0-
4.9
5.0-
5.9
6.0-
6.9
7.0-
7.9
Defect Rate (Def/PD)
# o
f W
ork
Req
ues
tsSample tool - Histogram
Six Sigma Tools and Techniques to
Accelerate CMMI
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Bar Chart (Module wise UAT Defects)
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0M
od
ule
1
Mo
du
le
2
Mo
du
le
3
Mo
du
le
4
Mo
du
le
5
Mo
du
le
6
Module Name
Nu
mb
er
of
UA
T D
efe
ct
Sample tool – Bar Chart
Six Sigma Tools and Techniques to
Accelerate CMMI
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Pareto (Typewise Defect count)
0%
20%
40%
60%
80%
100%T
yp
e 3
Ty
pe 5
Ty
pe 1
Ty
pe 2
Ty
pe 4
Ty
pe 6
Defect Type
Pe
rce
nta
ge
0
10
20
30
40
50
Co
un
t o
f D
efe
cts
Sample tool – Pareto Chart
Six Sigma Tools and Techniques to
Accelerate CMMI
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Sample tool – Control Chart
Six Sigma Tools and Techniques to
Accelerate CMMI
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Accelerating CMMI thru Six Sigma
A case study in QPM Process
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Integrating Six Sigma with CMMI
Satyam Confidential
Quantitative Project Management
Quantitative Project Management [QPM], a level 4 process area, is tomanage the project with metrics to achieve the project’s establishedquality and process-performance objectives -
Identifying goal metrics (refer to contract, MSA, SLA, for identifying applicablemetrics) and target, lower limit and upper limit values
Identifying control metrics for each goal metric to monitor & control during theexecution of the project
Determine target, lower limit and upper limit values for control metrics fromthe projects / Organization level baselines
Statistically analyzing the control metrics data to identify and understandprocess variation
Predict the performance of goal metrics based on control metric performance
Implementing corrective actions in case control metrics are operating outsidethe established limits
Simple terms – Execution of Shewart’s Plan – Do – Check – Act with help ofStatistical process control techniques
Six Sigma Projects can be Executed and Demonstrated at Project Level
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Objectives of QPM
Better
Project planning and scheduling
Estimation
Project Tracking and Monitoring
Process Performance Predictions
Forecasting
Benchmarking
Identify Process Improvement Studies
Process Baselining
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Functions of QPM
Main activities of QPM are
Defining the process
Measuring the process
Controlling the process
Improving the process
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Benefits of QPM
Customer Delight
Critical Resource Utilization
Structured Problem Solving
Proactive and Less Reactive
Data based on Objective Evaluation
Establish Stable Performance
Predictable and Reliable Outcomes
Reduction in Defects
Transparency During the Life cycle of the Project
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Project
Initiation
UR / SR &
Proj Plan
High level
Design
Low Level
Design
Test
Design
Implmtn
Test case
Dev
System
testing
Release &
Accpt Testing
# VOC
# KANO MODEL
# QUALITY FUNCTION
DEPLOYMENT
# BENCHMARKING
# CONCEPT
GENERATION
# PUGH MATRIX
# CAUSE & FFECT
# FMEA
# DESIGN FMEA
# CORRELATION
# REGRESSION
# HYPOTHESIS TESTING
# DESIGN OF EXPERIMENTS
Customer Interaction, Rigorous Design & Implementation
TOOLS
Software Development Lifecycle
Rigorous in-process Metrics and Causal Analysis
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Project Execution Through Project Plan
Team Work Allocation Sheet
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Steps to Bring the Project Back on Track
Step 1 – Based on the data gathered, Process Capability was performed to check if the
process performance is quantitatively improving the project’s objectives
Based on the data analysis, it has been observed that the data is not normal as indicated.
P < 0.5, Data is
not normal
Legend – Minitab was used to generate graphs in the project
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Data Transformation
As the data was not normal, Johnson transformation was used to translate
the data to normal distribution
Transformation of Non-normal Data to Normal
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Process Capability Analysis
Process capability analysis step was performed to determine the process
capability
Process Capability Analysis
Sigma Value
is -1.20
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Root Cause Analysis
Step 2: Root Cause Analysis was performed to identify reasons for low capability of process and
brainstorm about potential causes of a problem.
More Cycle Time
Man
Methods/Process Machines
Measurements
No proper measurement
system
System
Availability
Environment
Working in
shifts
Work Pressure
Models not
clear
Complacency
Materials
Experience in
Project
Machine Speed
Best
practices
not used
Skill Level
Practices
followed by
different
associates is
very different
Work
Environment
Remuneration
Overall Experience
Understanding the
requirements
Boredom
Standards not
clear
Software
Problems
Vital Factors
Small Monitor
Unrealistic
estimates
Complexity of the
drawing
Not modifying
copied drg.
properly
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RCA - Action Plan
Step 3: High level action plan was detailed to achieve improvement areas
Step 4: Team re-evaluated the results based on new data collected. The project schedule
was revisited and critical components were updated to reflect the project status
Root Cause Action Plan
Associate Experience
On the job training would be facilitated to associates who
join the project
Onboard the associate with sufficient skill level. Associate
Skill level to be mapped with current skill level
Unclear Requirements
Establish complete and clear requirements which would be
reviewed and approved by the client before start of next
phase of the project
Insufficient
Documentation
Establish complete documentation to the team in terms of
Guidelines and Standards to be used by the team
Plan a Knowledge sharing session with the team before start
of the project
Best PracticesShare best practices from similar projects executed. Suggest
project team to refer Project Knowledge Base tool
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Hypothesis Test
Step 5 – To evaluate the improvement, a Hypothesis Test was performed to statistically
determine and check the improvement
Mean and Std Dev used for Hypothesis Test
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Hypothesis Test Results
Hypothesis Test Results
One-Sample Z: New Effort - Hypothesis Test Results
Test of mu = 28 vs < 28
The assumed standard deviation = 5.139
95%
Upper
Variable N Mean StDev SE Mean Bound Z P
New Effort 50 10.1061 0.8875 0.7268 11.3015 -24.62 0.000
P-value of Test Stat
Conclusion – Reject Null Hypothesis Ho
Hence results are positive and there is evidence of significant reduction of
cycle time
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Improved Data
Based on the analysis, a summary graph was generated to verify for the improved data
P > 0.05
data is
normal
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Process Capability Analysis
A process capability analysis was performed on the revised data for new effort
and to check on the overall performance.
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Use of Control Chart
Step 6 – A Control chart was plotted to check for any variations in the process. To also
check whether there was a need for any adjustments from Observed and Measured data.
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Specific Goal and Practice Summary - QPM
SG 1 Quantitatively Manage the Project
SP 1.1 Establish the Project’s Objectives
SP 1.2 Compose the Defined Process
SP 1.3 Select the Sub processes that Will Be
Statistically Managed
SP 1.4 Manage Project Performance
SG 2 Statistically Manage Sub process Performance
SP 2.1 Select Measures and Analytic Techniques
SP 2.2 Apply Statistical Methods to Understand
Variation
SP 2.3 Monitor Performance of the Selected Sub
processes
SP 2.4 Record Statistical Management Data
For individual processes –
CMMI identifies what activities are expected
Six Sigma identified how activities might be improved (more effective, more efficient)
CMMI could meet fully meet the Goals
and Practices but still write poor plans
But with a combination of both the model
and methodology Six Sigma can be used
to improve planning process and write
better plans
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Thus …
The project issue was resolved through use of Statistical Techniques and
functions of Quantitative Project Management
These techniques were applied to simple project monitoring and control
process which transitioned into quantitatively managed project monitoring
and controlled process
Thus, implementing Six Sigma Methodology and CMMI
practices helped achieve Continuous Improvement and
establish Organizational Innovation and Deployment.
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Six Sigma
Institutionalization at
Satyam
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Integrating Six Sigma with CMMI
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A Way of life
CMMI – capable software processes
ORBIT 5 – Organizational Maturity
PCMM – Mature HR andLearning processes
Six Sigma - An AICS
Focus
Org
aniz
ati
onal C
apabilit
y M
atu
rity
1995
ISO 9001 – Basic processes
SEI-CMM – Software
process maturity
ISMS – Security culture
BCMS – Business
Continuity
2004
1. Foundation of process
Culture
2. Global Process Maturity
3. Risk Management
4. Uninterrupted Services
5. Metric-driven organization
8. Organizational and
business transformation
vision
6. Keeping up to date on
process maturity benchmarks
7. Aiming to be the employer
of choice
2005 onwards
BS15000 – capable IT Service Management processes
ORBIT 6 – Leadership & Innovation
...Strong processes to create a solid foundation for growth going ahead
Quality @ Satyam
Our Roadmap to Organizational Maturity
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Projects
Continuous Improvement
Quality @ Satyam
Our Roadmap to Organizational Maturity
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Six Sigma Resources FY 2006-07
2500
350
20
3888
516
24
952
90
14
0 1000 2000 3000 4000 5000
GB
BB
MBB
Certified
Trained
Target
117
16
79
23
101
32
49
19
0
50
100
150
200
250
Cycle Time Reduction Cost Reduction Defect Reduction Strategy
Distribution of Six Sigma Improvements Across Business Units
VBU
HCU Financial Benefits: 2002 – 07:
28 Million USD
Six Sigma Projects
429
516
436
0
100
200
300
400
500
600
Projects - In Progress Projects Completed - SSU Projecs Completed - BU
Six Sigma Institutionalization @ Satyam
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References
1. http://www.software.isixsigma.com
2. http://www.sei.cmu.edu/publications
3. http://www.satyam.com
4. http://www.psmsc.com
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Sridhar N is a Six Sigma professional and a lean practitioner. He has a B.E. degree in
Mechanical Engineering and an MBA in International Business. He has more than 20 years of
work experience in discrete product manufacturing, continuous and batch mode processing
domains, and information technology and services. He is a certified Master Black Belt in Six
Sigma, certified Quality Auditor and a certified Project Management Professional from PMI.
Sridhar has worked in the fields of nuclear power, industrial gases, data warehousing,
customer services and knowledge process management. He has been working in the field of
quality for more than 4 years. He is in the field of Six Sigma for the last 8 years. He is
currently leading the Six Sigma Consulting Practice of Satyam Computer Services Ltd.
Chandrika Samuel is a Six Sigma and CMMI consultant at Satyam, consulting clients for
process and breakthrough improvements. She has extensively worked in facilitating Satyam’s
Quality Management System across projects that deal with onsite and offshore model
spanning different methodologies like SSAD, OOAD, Telecom, SAP and Maintenance. Her
Six Sigma and CMMI engagements include HP, Fujitsu, Group Systems, OKI, British
Petroleum, Intel, Golden Rule Insurance and many others.
She holds a Masters in Communication and Journalism, and is a certified in Software
Developer. She is a qualified Lead Auditor for ISO 9001 and BS7799. She was involved in
the ISO and SEI-CMMI journey for Satyam as an Assessment Team Member for the Banking
and Financial Services business unit of Satyam. She was part of the core group that
developed Satyam’s Project Management Practices (SPMP), a home grown methodology for
software project management.
Speakers
Satyam Confidential 69
Integrating Six Sigma with CMMI
