ABSENCE OF QUALITY KPIs
Few indicators available to assess the quality of releases. Sometimes, small corrections were quickly made and published to meet customers needs, but without paying attention to records and documentation.
Average of 1 rollback every 3 deploys.
The company was moving to the agile model, but there was still a predominance of projects in a cascade model. Attempts to implement the agile model ended up generating quality problems.
People organized in departments, with a formal structure and difficult communication for decision making. Relations with suppliers limited to the bodyshop model.
Actions and Results
STRUCTURING THE QUALITY CHAPTER
Implantation of agile methodologies with reorganization of the people in teams and squads.
IMPLANTATION OF QUALITY KPIs
Established the quality KPIs within the at sight management model.
REDUCTION OF TURNOVER
Reduction of turnover by 100% and mapping of team competencies.
INCREASE IN DELIVERY SPEED
Increase of deploys and reduction of rollbacks. After implementing the good practices we were able to reach 8 deploys with no rollbacks.
Optimization of development process based on quality.
LAUNCH OF THE INTERNATIONAL OPERATION
Prime Control won independence of decisions regarding the structuring and became their main supplier of QA.