1. 1 NIIT Technologies Ltd.Internal 24-Feb.-06 CMMI Internal Assessment 2008 - 09 SEPG 5th Feb 2009

2. 2 NIIT Technologies Ltd.Internal 24-Feb.-06 The Assessment pertains to SSB Delhi, Kolkata, Bangalore and Mumbai Location covering all offshore development facilities

3. 3 NIIT Technologies Ltd.Internal 24-Feb.-06 Assessment Data Assessment Team8 + 2 Functions assessed BUs : APAC, CEUR, Room, UK, USA Primary : Delhi – 13, Bgl –3, Kol – 4, Mum - 1 Secondary : Delhi – 8, Bgl – 1, Kol – 1; Mum - 1 Training Function, COC, SQA, SEPG, DLA, CSO Assessees 5 Senior Management representative 22 Project Managers 66 FAR Group representative from Projects 35 FAR Group representative from other functions

4. 4 NIIT Technologies Ltd.Internal 24-Feb.-06 Assessment Data Exceptions APAC BU – Only 2 projects ROOM BU – Only 2 projects Mumbai location – Single project

5. 5 NIIT Technologies Ltd.Internal 24-Feb.-06 Legends Complete Fulfillment Partial Fulfillment No Fulfillment Not Rated

6. 6 NIIT Technologies Ltd.Internal 24-Feb.-06 Organization level Strengths Organizational Process Areas Well defined processes at organization Process automation Centralized systems available to all locations IPMS rollout etc Organization wide initiative like, risk repository, COQ, new technology adoption GO GREEN initiatives like power saving, use of swipe card Focus on new initiatives within ODCs

7. 7 NIIT Technologies Ltd.Internal 24-Feb.-06 Organization level Strengths Management Process Areas Focus on training identification and internal certification through KP Knowledge sharing sessions within ODC Use of balance score card Customer involvement in risk monitoring and tracking Improvement in process compliance Engineering Process Areas Use of checklists and home-grown tools in the entire life-cycle Support Process Areas Detailed vendor selection process in place Formal decision analysis for technology/tool selection

8. 8 NIIT Technologies Ltd.Internal 24-Feb.-06 Organization level AOI Organizational level sharing Measurements and analysis Best practices and learning across locations and OUs New initiative Causal Analysis and Resolution Focus on proactive causal Involvement of practitioners in organization level root cause analysis Process assets Centralized DAR repository for re-use Central repository for projects’ process assets Perceived vs actual benefits for improvements and initiatives Corporate group support at locations Participation of locations in organization activities Defined mechanism for handling global accounts Use of latest technology to improve communication infrastructure

9. 9 NIIT Technologies Ltd.Internal 24-Feb.-06 Organization level AOI Quantitative Project Management Identification of sub-processes and linkage with project goals Monitoring and control of sub-process performance variation Integrated Project Management Planning and monitoring of non-engineering tasks and their impact on the engineering tasks Dependencies on other stakeholders Use of organization level assets / re-usable components Inter-group coordination Risk Management Pro-active risk identification at the start of the project Tracking of risk mitigation plan and contingency plan Risk ownership Guidelines to define and use risk threshold Independent office for risk management at corporate level

10. 10 NIIT Technologies Ltd.Internal 24-Feb.-06 Organization level AOI Engineering Practices Stakeholders expectation management at time of requirement analysis Make, Buy, Re-use analysis early in the lifecycle Support Practices Applicability of configuration management in the project Tracking of training plans Effectiveness of audit process Audit coverage Quality of audit Audit analysis at project/ODC level Recognition of DAR opportunities for non-engineering area DAR strategy at project level

11. 11 NIIT Technologies Ltd.Internal 24-Feb.-06 Organization level AOI Training function Organized Data management Tracking of training plan Post training effectiveness data Formal causal based on data Admin and DLA Internal SLA monitoring Organized Data management Formal causal based on data

12. 12 NIIT Technologies Ltd.Internal 24-Feb.-06 Interviewees’ opinion on - Organization level Strengths Comprehensive processes in the form of QMS – [35] Open and positive work culture - [14] Sufficient and good quality training to all its employees – [6] Managers are easily approachable – [6] The Organization allows a flexible working schedule for its employees - [4] Good appraisal system for its employees – [4] Usage of Knowledge Portal – [3] iNIITian is interactive and the content evolves constantly – [2]

13. 13 NIIT Technologies Ltd.Internal 24-Feb.-06 Interviewees’ opinion on - Organization level AOI Focus on performance assessment and competency development needs to be improved – [23] Process implementation and monitoring needs to be further improved – [10] Procedures and Processes followed by Support Groups (Admin/FSO/DLA) needs to be enhanced – [9] The organization needs to improve on communication across functions and locations – [9] Post training effectiveness can be improved - [8] The organization needs to focus and improve on Quantitative Project Management (QPM) – [5] Planning, scheduling and monitoring of Testing needs to be improved in Projects – [5] QMS is robust but cleaning of QMS required for recent context - [4]

14. 14 NIIT Technologies Ltd.Internal 24-Feb.-06 Organizational Process Areas OPF OPD OT OPPCARMAA DAR Level 3Level 4 Level 5Level 2 PPQA OID SAM

15. 15 NIIT Technologies Ltd.Internal 24-Feb.-06 APAC BU (Primary : 2; Delhi – 1, Bgl – 1)

16. 16 NIIT Technologies Ltd.Internal 24-Feb.-06 APAC BU Good Practices Use of balance score card Peer review for initial project plan Tracking of meeting actionable through tool Improvement Areas Limited instances of control of sub-process performance variations Learning from one release to subsequent releases In-process defect analysis Limited use of formal DAR process Benefits from causal analysis not documented Focus on risk identification

17. 17 NIIT Technologies Ltd.Internal 24-Feb.-06 APAC BU

18. 18 NIIT Technologies Ltd.Internal 24-Feb.-06 CEUR BU (Primary : 5; Delhi – 3, Bgl – 1, Kol – 1; Secondary : 3; Delhi – 1, Bgl – 1, Kol – 1)

19. 19 NIIT Technologies Ltd.Internal 24-Feb.-06 CEUR BU Good Practices Competency assessment tool for training identification, knowledge sharing and task assignment Joint risk mgmt and monitoring with customer End-to-end tracking of CIs and change request. Use of tool to look at code optimization Improvement Areas Control of sub-process performance variations Regular update of Risk register Limited instances of analysis of alternate solutions during design and development In-process defect analysis to prevent re-occurrence Effective implementation of CM activities Focus on improvement initiatives

20. 20 NIIT Technologies Ltd.Internal 24-Feb.-06 CEUR BU

21. 21 NIIT Technologies Ltd.Internal 24-Feb.-06 Room BU (Primary : 2; Secondary : 1; all Delhi)

22. 22 NIIT Technologies Ltd.Internal 24-Feb.-06 Room BU Good Practices Consolidated governance model Joint risk identification with onsite team Improvement Areas Understanding of Quantitative Project Management Causal analysis for process performance variations Onsite offshore ownership Analysis of defects raised by QC team Effective implementation of CM activities Understanding of CM roles and responsibilities CI identification

23. 23 NIIT Technologies Ltd.Internal 24-Feb.-06 Room BU

24. 24 NIIT Technologies Ltd.Internal 24-Feb.-06 UK BU (Primary : 5; Delhi – 3, Bgl – 1, Kol – 1; Secondary : 2; Delhi – 2)

25. 25 NIIT Technologies Ltd.Internal 24-Feb.-06 UK BU Good Practices Focus on automation and initiatives at ODC level Process tailoring for small projects Extensive and effective use of workflow tool for engineering activities Effective issue tracking and risk identification for open issues KT and back-KT for validation of requirements. KT sessions were recorded for later use Improvement Areas Linkage between project goals and sub-process performance Causal analysis for process performance variation Tracking of risk mitigation plan Change management process implementation Focus on reuse and learning from past Use of formal estimation methodology

26. 26 NIIT Technologies Ltd.Internal 24-Feb.-06 UK BU

27. 27 NIIT Technologies Ltd.Internal 24-Feb.-06 US BU (Primary : 7; Delhi – 5, Kol – 1, Mum-1; Secondary : 7; Delhi – 5, Kol – 1, Mum-1)

28. 28 NIIT Technologies Ltd.Internal 24-Feb.-06 US BU Good Practices Use of balance score card for goals identification and extensive tracking through SMR Periodic refinement of estimation model Use of Competency rating matrix for identifying training needs Continuous focus on effective usage of KP Additional risk identification for new change requests Actionable from causal analysis implemented across ODC Improvement Areas Causal analysis for process performance variation Monitoring and management of sub-process performance Limited use of formal DAR process Defect analysis across projects Estimation guideline/model for project planning

29. 29 NIIT Technologies Ltd.Internal 24-Feb.-06 US BU

30. 30 NIIT Technologies Ltd.Internal 24-Feb.-06 Kolkata

31. 31 NIIT Technologies Ltd.Internal 24-Feb.-06 Kolkata Good Practices SQA monthly meetings for analysis of NCs Audit analysis done every quarter and improvement area identified An integrated planning and tracking sheet for all trainings in the project Causal analysis triggers identified and documented as part of process Consistent method for project data analysis SEPG involvement with the projects Improvement Areas Monitoring and management of sub-process performance Risk identification needs focus Focus on improvement initiatives Tracking of action items for causal analysis DAR process should be formalized Limited instance of DAR

32. 32 NIIT Technologies Ltd.Internal 24-Feb.-06 Kolkata

33. 33 NIIT Technologies Ltd.Internal 24-Feb.-06 Bangalore

34. 34 NIIT Technologies Ltd.Internal 24-Feb.-06 Bangalore Good Practices Identification of risk owner for critical risks Positive attitude towards processes Effective inter-group coordination Use of tool to look at code optimization KT and back-KT for validation of requirement, KT sessions were recorded for later use Improvement Areas Identification of sub-processes and linkage with project goals Causal analysis for process performance variation Monitoring and management of sub-process performance Integrated project planning and monitoring Tracking of risk mitigation

35. 35 NIIT Technologies Ltd.Internal 24-Feb.-06 Bangalore

36. 36 NIIT Technologies Ltd.Internal 24-Feb.-06 Mumbai

37. 37 NIIT Technologies Ltd.Internal 24-Feb.-06 Mumbai Good Practices Estimation method and its adoption in mainframe projects Use of code conversion tool that resulted in reuse Skill Matrix maintained for all SM's Knowledge acquisition targets defined as KPA's for the SM's TPF training imparted by the team Improvement Areas Frequency of project plan release Process tailoring and compliance Limited instance of project goals identification, tracking and management In-process defect and data analysis Effective implementation of CM activities Final inspection before delivery DAR process should be formalized Limited instance of DAR Data/good practices sharing with the organization

38. 38 NIIT Technologies Ltd.Internal 24-Feb.-06 After the Assessment BU/location Level meetings to be organized to appraise and work out the corrective actions Corrective action plan to be monitored at project level Each project to share corrective action status in SMR Corrective action plan for organization level processes Organization level improvements to be taken up in MRM