Leveraging CMMI framework for Engineering Services

Transcription

1 White Paper Leveragig CMMI framework for Egieerig Services Today, most OEMs adopt global product developmet leveragig global parters to respod to demads of global markets faster ad to realize competitive products with high quality ad less cost. To achieve the speed ad resposiveess that is ecessary, global product developmet process of a orgaizatio should be robust, cosistet ad predictable. These processes should esure cross-fuctioal collaboratio betwee the developmet resources spread across multiple locatios. The orgaizatio should be able to measure ad aalyze the developmet processes for effective maagemet of quality, schedule ad cost. The orgaizatio should also have a framework to drive cotiuous improvemet i product developmet processes to remai competitive. This paper will elaborate how Capability Maturity Model Itegratio will help OEMs establish stadard processes coverig multiple disciplies of product developmet towards meetig their strategic busiess objectives.

2 About the Authors Mala Murugappa Mala Murugappa is the Delivery Excellece Lead of the Egieerig ad Idustrial Services (EIS) operatig uit of Tata Cosultacy Services. She has preseted several papers i iteratioal cofereces, icludig The ASME Natioal Maufacturig Week (2006) i Chicago (USA), The US SEPG Coferece (2001) i New Orleas (USA), The Idia SEPG Coferece (2000), The Asia Pacific Coferece o Quality Software (2000) i Hog Kog ad The Marcus Evas Coferece (2004) i Amsterdam. She has also published i The IEEE joural of Software Quality. A certified Master Black belt, CMMI assessor, Tata Busiess Excellece Model assessor, PMP ad a CSQA, her iterests iclude process improvemet, ad Six Sigma Quality. Regu Ayyaswamy (Regu) Regu Ayyaswamy (Regu) is the Vice Presidet ad Global Head of TCS Egieerig ad Idustrial Services (EIS) busiess uit. Regu joied TCS i 1994 ad has varied experiece spaig 20 years i Busiess Developmet, Customer Relatioships, Competecy Developmet, Project Maagemet ad People Maagemet. He held a umber of key roles i the orgaizatio. He led the Itegratio team for the merger of Tata Ifotech Limited with TCS. He was also the Regioal Maager i Ciciati, OH, USA from He was istrumetal i developig the off-shorig strategy for GE Aircraft Egies. He was also resposible for developig key relatioships with a umber of Ohio-based compaies such as Procter & Gamble. He has also maaged differet delivery ceters from ad has bee oe of the key members to grow the Egieerig Services relatioship with Geeral Electric ad Uigraphics Solutios. 2

3 Table of Cotets Itroductio 4 Product Developmet process 4 Egieerig Processes 9 Project Maagemet Processes 11 Process Maagemet Processes 13 Support Processes 15 Coclusio 16 Refereces 17 3

4 Itroductio I respose to global market demad, several OEMs have adopted Global Egieerig as a busiess strategy towards eablig them to reach out to fast-growig emergig markets ad also to brig out cost- [1] effective products with a faster time-to-market. Most OEMs outsource their global egieerig activities to Global Parters to achieve operatioal efficiecy, flexibility ad agility by utilizig the egieerig talet of a global workforce. Global Egieerig has ow progressed from traditioal Egieerig Services like Computer Aided Desig (CAD), Computer Aided Egieerig (CAE), Computer Aided Maufacturig (CAM) ad Product Data Maagemet (PDM) to product developmet activities spaig across the product lifecycle startig with the capture of the Voice of Customer, Product Specificatios, Coceptual Desig, Product Risk Aalysis, Detailed Desig, Product Validatio, Maufacturig Process Desig, Maufacturig Sourcig, Prototype Developmet ad Productio Support (Figure 1). Evolutio of Egieerig Services CAD/CAM/ CAE/PDM Product Lifecycle activities Draftig Markups Figure 1 Evolutio of Egieerig Services Sice Global Egieerig parters carry out product developmet activities for OEMs, their processes should alig with the OEMs product-developmet processes if they are to fulfill priorities such as speed-to-market ad the realizatio of competitive products with cosistet quality. Product Developmet Process [2] A typical Product Developmet Process (Figure 2) comprises the followig phases : i. Idea Geeratio: Ideas for ew product are obtaied based o the aalysis of market ad cosumer treds. 4

5 ii. Opportuity Assessmet: Ideas are screeed based o market potetial, commercial feasibility, techical viability, impact o curret products, resource availability, health ad evirometal impact ad other factors related to safety, reliability, regulatory, statutory requiremets, ad so o. iii. Cocept Developmet ad Testig: Techical requiremets of the product are derived based o opportuity assessmet ad the Voice of Customer. Alterative desig cocepts i the form of mock-up models are developed ad feedback is obtaied from a focus group of users to determie customers willigess to buy the product. iv. Busiess Aalysis: Sellig price, sales volume, profitability ad the breakeve poit for the product are estimated ad the suitability of the ew product to the compay s strategy is cofirmed. v. Prototype Developmet & Testig: The fuctioal, peripheral ad cotrol elemets required to esure that the selected cocept traslates to a fuctioal product are idetified; fuctioal requiremets ad performace characteristics of each of these elemets are established. System desig is further drilled dow ito detailed desig ad drawigs of compoets ad assembly, icludig maufacturig ad assembly details. Prototypes are developed ad are tested i both simulated ad actual user eviromets to esure that the product works as iteded. Further, customer iput o prototypes is gathered from a test market. vi. Maufacturig Process: Maufacturig drawigs are prepared, productio plaig is carried out, ad sourcig requiremets are determied before the full-scale productio of the product starts. vii. Product Lauch: Product catalogs, user mauals, istallatio ad maiteace mauals, ad marketig material are prepared. Requisite pre-market otificatio to regulatory authorities is completed followed by the product lauch. Feedback o the product from ed users followig the lauch is collected, aalyzed ad corrective actios are implemeted i subsequet product versios. Product Developmet Process Idea Geeratio Opportuity Assessmet Cocept Developmet & Testig Busiess Aalysis Prototype Developmet & Testig Product Maufacture Product Lauch Aalysts of Market Treds Cosumer Treds TG1 Feasibility Aalysis Impact Aalysis Resources Availability TG2 Product Requiremets Alterate desig TG3 Cocepts Cocept Evaluatio Estimatio of Sellig Price Sales Volume Profitability TG4 System Desig Detailed Desig Prototype Developmet & validatio TG5 Maufacturig Drawig Productio Plaig TG6 Sourcig Catalogs Mauals Pre-market otificatio Eod User Feedback Aalysis Stage Gated Process to esure meetig of product requiremets at every stage of developmet Figure 2 Product Developmet Process 5

6 There are toll gates at the ed of every phase; these are decisio makig milestoes to track progress i terms of the queries below. How well product requiremets are beig met across every phase of the developmet process. Whether the product beig developed is aliged to the compay s strategy. Whether the developmet of the product ca progress to the ext phase. These tollgates also help set priorities for assigig resources to product developmet activities.. Challeges i the Product Developmet Process There are several challeges that the OEMs face durig product developmet. (Figure 3): Productivity improvemet Reduced developmet time & cost Quality Focus New Techologies Challeges i Product Developmet Chagig Requiremets Multi Discipliary teams Diverse Market Needs Global Parters / Suppliers Figure 3 Challeges i Product Developmet Focus o quality right from the early stages of developmet that ca guard agaist errors detected later that might be costly/difficult to fix. Agility to respod to chagig requiremets of the ed customer durig the developmet of a ew product, while simultaeously meetig product-lauch schedules. Esurig seamless collaboratio of multi-discipliary teams / globally distributed teams durig product developmet. Focus o iovatio so as to develop iovative products employig ewer techologies, more features ad icreased value. Cotiuous improvemet of developmet processes to demostrate better productivity,reduced product developmet time ad costs. 6

7 Clear uderstadig of regulatory/homologatio requiremets of differet markets ad their icorporatio ito the desig ad developmet processes. Esurig that the suppliers ad parters uderstad the objectives of product developmet The OEMs eed to take a systemic approach to maage these challeges that spread across differet phases of product developmet so that their busiess objectives are met. I additio, OEMs also eed to estimate their ability to meet cost, quality ad schedule goals durig product developmet so that they remai competitive. I this paper, the authors will discuss how the CMMI Model ca be leveraged by OEMs to maage ad improve their product lifecycle processes from cocept to delivery ad maiteace. Capability Maturity Model CMMI (Capability Maturity Model Itegratio) for Developmet formulated by the Software Egieerig [3] Istitute (SEI) is a process improvemet maturity model for developmet of products. Eve though it has bee widely adopted by IT compaies for software developmet, this model with its comprehesive itegrated approach coverig processes from cocept to delivery ad maiteace of a product ca be used by OEMs across ay idustry. [4] As per a 2010 SEI report, out of 4222 orgaizatios that have reported their CMMI appraisal results, 24.2% are ito Egieerig ad Maagemet services ad 15.7% are ito maufacturig of idustrial machiery ad equipmet, electroics ad electrical equipmet, trasportatio equipmet, ad other istrumets ad products. CMMI has bee developed based o best practices i product developmet ad maiteace activities of differet orgaizatios. It focuses o improvig processes addressig key dimesios of a orgaizatio, amely, People, Procedures, Tools ad Techology (Figure 4). Dimesios i a Orgaizatio People Processes Procedures Tools / Techology Figure 4 Key Dimesios i a Orgaizatio 7

8 The CMMI Model lays emphasis o processes to leverage People ad their kowledge to ehace product developmet activities ad icrease scalability. Tools to improve productivity ad reduce time to market. New techology to improve competitiveess of products. Procedures to itegrate globally distributed developmet teams to esure cosistet product quality. The model ca also be used as a guide to develop processes, appraise curret processes ad improve the processes related to ay disciplie of product developmet, amely, mechaical, electrical, electroic ad software as well as other orgaizatioal processes that are essetial for effective ad efficiet product developmet. Subsequet sectios will cover the key aspects of the CMMI framework that will help OEMs to improve their product developmet activities. Key Aspects of CMMI Framework The CMMI framework provides a evolutioary path comprisig the followig 5 maturity levels to improve processes i a orgaizatio (Figure 5): 1. Iitial: I this level, processes are ad hoc ad iformal. 2. Maaged: I this level, there are disciplied processes for maagig projects. 3. Defied: I this level, there are stadard processes to esure cosistecy across Orgaizatio. 4. Quatitatively Maaged: I this level, the orgaizatio ca predict the performace of processes with respect to their objectives. 5. Optimizig: I this level, processes are cotiually improved. Each maturity level comprises specific ad geeric practices for a defied set of process areas ad maturity levels are measured through achievemet of specific ad geeric goals attached to each process area. Illustrated below is a stage-wise represetatio of the model that ca provide orgaizatios with a structured way for process improvemet so they ca, at ay give time, focus their efforts o a maageable umber of process areas. A orgaizatio may also choose to improve performace of a sigle process that has issues; cotiuous represetatio of the CMMI Model with capability levels ca be used i this case. I CMMI, processes i a orgaizatio are grouped ito 4 categories: Egieerig Processes Project Maagemet Processes Process Maagemet Processes Support Processes 8

9 Project Maagemet Processes Cotiuously Improvig Process Level 5 Optimizig Project Maagemet Processes Predictable Process Level 4 Quatitatively Maaged Stadard Cosistet Process Level 3 Defied Disciplied Process Level 2 Maaged Adhoc Iformal Process Level 1 Iitial Egieerig Processes Capability Maturity Model Itegrated Developmet Support Processes Figure 5 CMMI Framework While the Egieerig Processes of CMMI cover the activities of Product Developmet Process explaied earlier, Project Maagemet, Process Maagemet ad Support processes cover activities eeded for successful completio of a project ad for istitutioalizig the processes across the orgaizatio. I subsequet sectios, we will go through the best practices provided by the CMMI framework i each of the above process categories that product developmet orgaizatios ca adopt. Egieerig Processes CMMI provides egieerig processes that are eeded to trasform customer eeds ad requiremets ito a complete product; these cover etire product lifecycles ad ca be used by ay egieerig disciplie/departmet mechaical, electrical, software, ad so o ivolved i product developmet i a orgaizatio (Figure 6). The Egieerig Processes are: Requiremets Developmet Requiremets Maagemet Techical Solutio Product Itegratio Verificatio Validatio 9

10 Egieerig Processes Verificatio Product Itegratio Validatio Egieerig Process Techical Solutio Requiremets Developmet Requiremet Maagemet Egieerig Processes cover etire Product Developmet Lifecycle Some of the key practices eabled by CMMI across the above processes are: i. Requiremets Developmet: Elicitig eeds of stakeholders - customers, ed users, desigers, testers, suppliers, maufacturers, ad service persoel. Traslatig eeds ito products, compoets ad iterface requiremets. Developig cocepts / scearios to defie product eviromet, its fuctioalities, boudaries ad costraits. Prototypig / simulatio to validate the requiremets. Figure 6 Egieerig Processes ii. Requiremets Maagemet: Establishig a uderstadig of the requiremets with the product developmet teams. Esurig commitmet to requiremets from the customer as well as project teams. Maagig ay chages to requiremets based o the evaluatio of impact to cost, effort, schedule ad product performace. Maitaiig bi-directioal traceability betwee requiremets ad work products. Esurig cosistecy betwee requiremets ad project pla / activities. iii. Techical Solutio: Evaluatig ad selectig desig cocepts that coform to product requiremets. Developig detailed desig from the selected desig cocept, alog with maufacturig details of the compoets ad products. 10

11 iv. Product Itegratio: v. Verificatio: vi. Validatio: Assemblig compoets ito a product while adherig to requiremets cocerig assembly, exteral iterfaces, ad product fuctioalities. Packagig ad deliverig the product/compoet to the customer. Reviewig compoets/products agaist specific requiremets at differet stages of the product developmet lifecycle. Esurig that the compoet/product fulfills its iteded use i the iteded eviromet. Ivolvig ed users ad other stakeholders i product validatio. The Egieerig Processes provide a systems egieerig approach to product developmet ad emphasize cocurret developmet. Also, the CMMI framework esures that these egieerig processes (for example, Requiremets Developmet, Verificatio, ad so o) are applied repeatedly durig product developmet so that quality i all compoets of the product is esured before delivery to customer. Project Maagemet Processes These are project-level processes for plaig, moitorig, ad cotrollig the project, maagig project risks, maagig project stakeholders ad suppliers ad applyig statistical techiques to maage process ad product quality (Figure 7). Project Maagemet Processes are: Project Plaig Project Moitorig ad Cotrol Supplier Agreemet Maagemet Itegrated Project Maagemet Risk Maagemet Quatitative Project Maagemet Project Maagemet Processes Work Breakdow Structure Project Estimatio Project Plaig Task Allocatio Schedule Trackig Effort Trackig Issue Trackig Supplier Agreemet Maagemet Quatitative Project Maagemet Project Plaig Project Maagemet Project Moitorig & Cotrol Itegrated Project Maagemet Risk Trackig & migratio Metrics collectio & aalysis Stakeholder Pla Supplier Maagemet Pla Traiig Pla Corrective actios Risk Maagemet Figure 7 Project Maagemet Processes 11

12 Some of the key practices eabled by CMMI withi Project Maagemet are: i. Project Plaig: Developig a Work Breakdow Structure for orgaizig the project scope ito maageable work uits. Developig Estimatio Models ad estimatig project effort, schedule ad cost. Defiig Project Life Cycle phases ad decisio-makig tollgates. Developig detailed project plas icorporatig budget ad schedule, while cosiderig costraits, depedecies, ad risks. Developig data maagemet pla pertaiig to access ad security of product desig ad developmet data across itegrated product developmet teams. Establishig Resources Pla, Competecy Developmet Pla, ad Stakeholder Ivolvemet Pla. Obtaiig commitmet from stakeholders. ii. Project Moitorig ad Cotrol: Moitorig of project elemets schedule, cost, effort, resources, skill levels, risks, ad stakeholder ivolvemet. Coductig project ad milestoe reviews. Takig corrective actio whe there is a deviatio from the project pla. iii. Supplier Agreemet Maagemet: Idetifyig compoets / products that are to be acquired from suppliers. Selectig suppliers based o established criteria. Establishig supplier agreemets. Evaluatig supplier performace as defied i agreemets. Evaluatig products from suppliers. iv. Itegrated Project Maagemet: Establishig project processes tailored to a orgaizatio s stadard processes. Esurig that all stakeholders of itegrated project teams uderstad the shared visio of the project. Esurig that the stakeholders perform their activities for successful completio of the project. Storig project documets ad experieces i the orgaizatio s process assets library. v. Risk Maagemet: Idetifyig risks i the desig, maufacturig, assembly ad service of the product. Determiig the impact ad the probability of occurrece of risks. Usig a risk database to idetify sources of risk. Prioritizig the risks for mitigatio. Establishig risk maagemet strategy. vi. Quatitative Project Maagemet: Applyig statistical techiques to maage the process ad quality objectives of the Project. Takig corrective actios wheever there are process variatios due to special causes. 12

13 Project Maagemet Processes offered by the CMMI Framework provide a systematic approach to orgaizatios ivolved i product developmet by esurig timely ivolvemet of relevat stakeholders i the product lifecycle ad esure effective maagemet of all elemets of product developmet for accomplishig the objectives of the project. Process Maagemet Processes These are orgaizatio level processes to pla ad deploy process improvemets, to defie stadard processes ad assets, to idetify traiig eeds ad develop traiig programs, to develop a quatitative uderstadig of performace of processes, to deploy icremetal ad iovative improvemets across a orgaizatio (Figure 8). Process Maagemet Processes are: Orgaizatioal Process Focus Orgaizatioal Process Defiitio Orgaizatioal Traiig Orgaizatioal Process Performace Orgaizatioal Iovatio ad Deploymet Process Maagemet Processes Orgaizatioal Process Focus Product Lifecycle Processes / Tailorig Guidace Best Practices / Product Lifecycle Processes / Tailorig Guidace Best Practices / Orgaizatioal Process Defiitio Strategic Objectives Orgaizatioal Process Performace Product Lifecycle Processes / Tailorig Guidace Best Practices / Product Lifecycle Processes / Tailorig Guidace Best Practices / Orgaizatioal Traiig Orgaizatioal Iovatio ad Deploymet Product Lifecycle Processes / Tailorig Guidace Best Practices / Figure 7 Project Maagemet Processes 13

14 Some of the key practices i Process Maagemet are i. Orgaizatioal Process Focus: Creatig a process group to Defie objectives of processes Idetify improvemets to orgaizatioal processes based o: process measuremets experieces from earlier projects product feedback bechmarkig with other orgaizatios fidigs from appraisals/audits Deploy improvemets Moitor deploymet to esure that the defied quality ad process performace objectives are met ii. Orgaizatioal Process Defiitio: Developig a process asset library comprisig stadard processes for product lifecycles Developig tailorig guidelies to help the projects derive their processes from the orgaizatio s stadard processes Sharig of best practices ad lessos leart across project teams iii. Orgaizatioal Traiig: Establishig a traiig program with istructioal resources to support strategic objectives Providig traiig to itegrated project teams Assessig the effectiveess of traiig to esure that the orgaizatio s objectives are met iv. Orgaizatioal Process Performace: l l Providig a quatitative uderstadig of the performace of product developmet processes. Defiig targets ad toleraces for various metrics based o a orgaizatio s objectives Establishig process performace baselies for these measures Aalyzig process performace agaist capability baselies ad targets Implemetig improvemet actios to elimiate process istability Developig forecastig models to predict performace of the product developmet processes v. Orgaizatioal Iovatio ad Deploymet: Deployig icremetal ad iovative improvemets based o quatitative feedback from the product developmet processes Pilotig of improvemets to evaluate the beefits agaist the cost ad impact to the orgaizatio before deploymet Measurig results from these improvemets to esure their effectiveess i meetig objectives of the orgaizatio 14

15 The above orgaizatioal processes esure istitutioalizatio of cosistet processes across product developmet teams ad help i achievig objectives related to product quality, time to market, product developmet time, ed user satisfactio, productivity ad so o. Support Processes The followig CMMI processes support product developmet ad maiteace activities (Figure 9): Cofiguratio Maagemet Process & Product Quality Assurace Measuremet & Aalysis Decisio Aalysis & Resolutio Causal Aalysis & Resolutio Support Processes Process & Product Quality Assurace Feedback to maagemet o quality of product developmet Itegrity of work Products Cofiguratio maagemet Support Process to help product developmet activities Measuremet & Aalysis Measuremet capability to Product developmet process Coective actios to prevet defects durig product developmet Causal Aalysis & Resolutio Decisio Aalysis & Resolutio Formal decisio methods durig product developmet Figure 9 Support Processes Some of the key practices i Support Processes are i. Cofiguratio Maagemet: Esurig itegrity of work products such as product specificatio, desig data, drawigs, code durig product developmet, ad so o. Establishig baselies of work items such as requiremets specificatios, desig documets, code, models, drawigs, ad so o. 15

16 ii. Process ad Product Quality Assurace: iii. Measuremet ad Aalysis: iv Decisio Aalysis ad Resolutio: v. Causal Aalysis ad Resolutio: Establishig Quality Assurace practices to objectively evaluate processes, products ad services Providig feedback to maagemet o the results of quality assurace activities Establishig measuremet objectives Defiig measures, procedures for data collectio, storage, aalysis ad commuicatio of results Sustaiig measuremet capability to support iformatio eeds of the maagemet Establishig processes to decide which issues should be subjected to formal evaluatio methods Applyig these methods at differet stages of product developmet, for istace, to evaluate alterative desig cocepts, to evaluate risks related to desig / process / system or to make or buy decisio for compoets Establishig Processes to idetify the causes to defects ad other problems ad take corrective actios to prevet recurrece i future. These support processes help i establishig cotrols ad i makig iformed decisios durig product developmet. Coclusio As see i this white paper, CMMI processes ca be adopted by orgaizatios ivolved i product developmet. as a guide to carry out process improvemets i a project or across product developmet teams or across the orgaizatio to idetify essetial elemets i each process area of product developmet ad to set process improvemet goals ad priorities ad as referece for appraisig curret processes to provide a orgaizatioal visio for process improvemet coverig all processes i the orgaizatio ad all egieerig disciplies of product developmet to help achieve the strategic objectives through competitive products, reduced time to market, high quality products ad icreased ed-user satisfactio By adoptig CMMI, global egieerig parters of OEMs, ca differetiate their products ad services ad ca provide objective evidece of bechmarkig of their processes to the best i class i the idustry. Also, through CMMI process framework, global egieerig parters ca improve their market competitiveess through improved productivity ad reduced developmet cost. 16

17 [5] Several orgaizatios have reported quatitative process improvemets attributable to CMMI adoptio. Egieerig & Idustrial Services (EIS), a operatig uit of Tata Cosultacy Services has icorporated CMMI ito the global egieerig processes; i 2000 TCS had the first Egieerig Delivery Cetre certified for CMM level 5 ad has sice bee gettig re-certified for CMMI level 5 for all global delivery operatios of EIS. CMMI framework has helped i istitutioalizig global egieerig processes of TCS across all its project teams i aligmet to strategic priorities of OEMs. Refereces [1] Regu Ayyaswamy, Thaga Jawahar, Mala Murugappa, " Globalizig Product Developmet - Ca desig projects ru o 7x24 cycle?", NPDC 09 Coferece, IIT Madras, Cheai, Idia [2] Karl T. Ulrich & Steve D. Eppiger, Product Desig ad Developmet, Tata McGraw Hill, [3] Caregie Mello Software Egieerig Istitute, CMMI for Developmet, Versio 1.2 CMU/SEI-2006-TR-008, August 2006 [4] Caregie Mello Software Egieerig Istitute, Process Maturity Profile - CMMI For Developmet SCAMPISM Class A Appraisal Results 2010 Mid-Year Update, September 2010 [5] Caregie Mello Software Egieerig Istitute, Performace Results of CMMI -Based Process Improvemet CMU/SEI-2006-TR-004 ESC-TR , August

18 About TCS Egieerig ad Idustrial Services Egieerig ad Idustrial Services (EIS) is a strategic busiess uit of TCS that offers a wide spectrum of egieerig services ad solutios, coverig ew product developmet, product lifecycle maagemet, plat solutios ad geospatial techology solutios. These services & solutios cater to differet idustry verticals such as Aerospace & Defese, Automotive, Hi Tech, Telecom, Eergy & Utilities, Govermet, Idustrial Machiery ad Medical Devices. Cotact For more iformatio about Egieerig ad Idustrial Services, cotact corporate.egieerig@tcs.com Subscribe to TCS White Papers TCS.com RSS: Feedburer: About Tata Cosultacy Services (TCS) Tata Cosultacy Services is a IT services, cosultig ad busiess solutios orgaizatio that delivers real results to global busiess, esurig a level of certaity o other firm ca match. TCS offers a cosultig-led, itegrated portfolio of IT ad IT-eabled ifrastructure, egieerig TM ad assurace services. This is delivered through its uique Global Network Delivery Model, recogized as the bechmark of excellece i software developmet. A part of the Tata Group, Idia s largest idustrial coglomerate, TCS has a global footprit ad is listed o the Natioal Stock Exchage ad Bombay Stock Exchage i Idia. For more iformatio, visit us at IT Services Busiess Solutios Outsourcig All cotet / iformatio preset here is the exclusive property of Tata Cosultacy Services Limited (TCS). The cotet / iformatio cotaied here is correct at the time of publishig. No material from here may be copied, modified, reproduced, republished, uploaded, trasmitted, posted or distributed i ay form without prior writte permissio from TCS. Uauthorized use of the cotet / iformatio appearig here may violate copyright, trademark ad other applicable laws, ad could result i crimial or civil pealties. Copyright 2012 Tata Cosultacy Services Limited TCS Desig Services I M I 02 I 12