Business Process Reengineering (BPR) Methodology

• Recognize the Need for Change
• Secure support of top management
• Appoint executive steering committee
• Establish Reengineering Infrastructure
• Appoint BPR resource person
• Establish BPR training and encourage process thinking
• Identify Processes for Reengineering
• Enumerate processes
• Identify process boundaries
• Prioritize processes with respect to business strategy, dysfunction, and feasibility
• Select processes for reengineering
• Develop BPR Teams
• Appoint process owner to lead team
• Identify team members
• Establish project charter
• Identify the State of the Art Technology
• Scan for enabling technologies
• Scan for organizational innovations
• Identify best practices in other organizations
• Identify constraints
• Develop Process Vision
• Identify performance objectives in consultation with process customers
• Benchmark best practice of similar processes
• Set "stretch goals"
• Operationalize goals in terms of specific performance metrics
• Understand Existing Process
• Model process
• Assess existing process in terms of performance metrics
• Identify process pathologies
• Identify opportunities for short- term improvements
• Design New Process
• Generate design alternatives (technical and social)
• Evaluate design alternatives
• Develop detailed design (technical and social)
• Prototype / simulate new process
• Pilot New Process
• Implement new process at test site
• Debug process, assess performance, and redesign if necessary
• Implement New Process
• Develop implementation strategy
• Execute implementation strategy
• Monitor performance of new process
• Establish charter for Continuous Improvement

Project Management Scalable Methodology

Computech’s certified Project Managers avoid potential challenges that cause projects to fail.

• Initial estimates of time and costs are not revised as more information becomes available with project progress
• Plans are not used correctly and effectively (i.e. updated as project progresses) and used to guide the project.

Computech’s expert project managers will proactively manage Project Integration, Scope, Cost, Time, Quality, Risk, Communications, Human resources including Cross Functional teams, and Procurement.

Computech Project Management Methodology consists of seven components.

• Project organizational structure
• Process
• Activities
• Prioritization
• Resource management
• Change management
• Documentation

Process Quality Measurement and Improvement Methodology (PQMI)

Computech uses the Plan, Do, Check, Act model to deliver the services with Speed, Accuracy and Excellence (SAETM).  The PDCA Model denotes continuous improvement by repeating the basic cycle of

• Plan
• Get the data
• Analyze the problem
• Plan the solution
• "Do" It
• Check -- Measure the change
• Act -- Modify as needed

 PQMI Methodology

• Establish Process Management Responsibilities
• Define Process and Identify Customer Requirements
• Define and Establish Measures
• Assess Conformance to Customer Requirements
• Investigate Process to Identify Improvement Opportunities
• Rank Improvement Opportunities and Set Objectives
• Improve Process Quality (Apply Quality Improvement Cycle) through Process Redesign

 Solutions Methodology

Needs Assessment and Value Proposition

• Identify key business drivers Operational challenges
• Outline potential technology strategy

Requirements Definition

• Tie to economic drivers and operational issues Develop Process and information models
• Detail scope, timing and costs
• Outline strategic deployment plans/requirements

Top Level Design

• Data flow analysis
• System and Information Architectures Rapid prototyping
• Domain mapping

Implementation

• Phase deployment plans
• User Focused Design and development Training and Deployment

System Test and Release

• Verification and revision control

Installation

• Customer acceptance testing
• Validation
• Knowledge transition to client

SEI – CMM, ISO Standards and Methodologies
Computech team is experienced in the understanding and implementation of SEI – CMM processes and methodologies.

SEI is ‘Software Engineering Institute’ at Carnegie-Mellon University; initiated by the U.S. Defense Department to help improve software development processes.
CMM = ‘Capability Maturity Model’, developed by the SEI. It’s a model of 5 levels of organizational ‘maturity’ that determine effectiveness in delivering quality software. Computech team members are experts with experience in all levels of the SEI-CMM processes.
Level 1 is characterized by chaos, periodic panics, and heroic efforts required by individuals to successfully complete projects. Few if any processes in place; successes may not be repeatable.
Level 2 makes sure that the software project tracking, requirements management, realistic planning, and configuration management processes are in place; successful practices can be repeated.
Level 3 makes sure that the standard software development and maintenance processes are integrated throughout an organization; a Software Engineering Process Group is in place to oversee software processes, and training programs are used to ensure understanding and compliance.
Level 4 deals with metrics that are used to track productivity, processes, and products. Project performance is predictable, and quality is consistently high.
Level 5 focuses on continuous process improvement. In this level the impact of new processes and technologies can be predicted and effectively implemented when required.
International Organization for Standards (ISO) - The ISO 9001, 9002, and 9003 standards concern quality systems that are assessed by outside auditors. Computech team members have knowledge on the ISO standards as it applies to the production and manufacturing organizations, not just software. ISO 9001 is the most comprehensive standard and is the one most often used by software development organizations. It covers documentation, design, development, production, testing, installation, servicing, and other processes.

The Six Sigma in DMAIC process Methodology

The Six Sigma DMAIC process methodology is a system that brings measurable and significant improvement to existing processes that are falling below specifications. Computech will use DMAIC methodology when a product or process is in existence at your company but is not meeting customer specification or is otherwise not performing adequately.
DMAIC is an acronym for five interconnected phases:

• Define the project goals and deliverables for both internal and external customers
• Measure the process to determine current performance
• Analyze and determine the root cause(s) of the defects
• Improve the process by eliminating defects
• Control future process performance

Step One: Define
In the Define phase, the Computech team will help the Six Sigma project team

• Identify a project for improvement based on business objectives
• The needs and requirements of the customers.
• The team will define the problem in concrete measurable terms.
• The team identifies critical-to-quality (CTQ) characteristics that have the most impact on quality.
• Then create a map of the process to be improved with defined and measurable deliverables and goals.

Step Two: Measure
In the Measure phase,

• Critical measures that are necessary to evaluate the success of the project are identified and determined.
• Determine initial capability and stability of the project in order to establish a measurement baseline.
• Establish valid and reliable metrics to monitor the progress of the project
• Identify input, process, and output indicators are.
• Determine the key Process Steps and an operational plan defined to measure the indicators.
• Consider potential impacts on CTQs from each input with respect to the defects currently generated in the process.
• Prioritize key Inputs for further detailed study.
• Preventative action plans are put into place once the reasons for input failure are determined

Step Three: Analyze
Through the Analyze phase,

• Determine the causes of the problem that needs improvement
• Determine how to eliminate the gap between existing performance and the desired level of performance.
• Identify the key variables that are most likely to create process variation.
• Discover various process improvement scenarios
• Determine which scenario has the best net benefit impact.
• Quick improvements are often achieved early in the project and frequently already implemented by the time the team reaches the Analyze phase. Breakthrough results often results from careful process analysis with data.
• Six Sigma analysis techniques are valuable tools to uncover more difficult solutions.

Step Four: Improve
The Improve phase is where the process transitions into solutions.

• Verify and optimize critical inputs toward nailing down the problem causes.
• Once problem causes are determined find, evaluate through testing, and select creative new improvement solutions.
• Identify and quantify what will happen if needed improvements are not made and what will happen if the improvements take too long.
• This develops a cost/benefit analysis. More often than not simple process experimentation and simulation bring the team big gains in this step.
• Develop an implementation plan with a change management approach that will assist the organization in implementing and adapting to the solutions and the changes that will result from them.

Step Five: Control
Success in the Control phase depends upon how well the team did in the previous four phases. In this phase;

• Create solid monitoring plan with proper change management methods that identify key stakeholders.
• Implement lessons learned and put necessary tools in place to ensure that the key variables remain within the acceptable ranges over time so that process improvement gains are maintained.
• Develop a project hand off process, reaction plans, and training materials to guarantee performance and long-term project savings.
• Document the project. Maintain history and knowledge base including new procedures and lessons learned. Provide concrete examples for the organization.
• Transfer ownership and knowledge to the process owner and process team tasked with the responsibilities.
• Finally, identify what the next steps are for future Six Sigma process improvement opportunities by identifying replication and standardization opportunities and plans.

Step Six: Synergize
This additional step is extremely important to ensure the gains a Six Sigma Team has made are shared with the organization as a whole. This sharing is needed to help create a learning organization. Integrating and institutionalizing the lessons learned and the improvements made multiply the real gains generated by the Six Sigma project.

We at Computech strongly believe that a Six Sigma project should not be an isolated process. It is not the end but just the beginning.

Research
The real strength of Computech is its people. Computech look for people who are brilliant and driven. With an extensive network of talents both from Universities and Industry, we pursue a broad spectrum of Application Research and Development activities for both the commercial and government sectors.

Our research is in the areas of

• Information and Computing Sciences - focuses on research in areas such as databases and storage systems, distributed systems and the web, Internet technologies and applications, operating systems, information and communication security, and e-commerce.
• Communication/Network including Wireless, Multimedia - focuses on concepts and technologies for software systems, tools and processes for the creation and evolution of software, multimedia systems and applications, data networking servers and applications, network services management, broadband networking, network performance, security, reliability, and information visualization.
• Knowledge Management - focuses on the Knowledge Management Infrastructures, Technologies, and Concepts