The iTrain Quality Manual
From iTrain’s Quality Policy and the associated Quality Manual, flow the plans, policies, procedures and records that iTrain require in order to consistently achieve the above aims. The Quality Manual is structured into sections to ensure that Quality thinking is applied to all aspects of our business:
- Business Planning
- Business Operations
- Assets and Information,
It is worth noting that much of our success in developing our QMS across a geographically dispersed organisation has been due the use of our own Stratus eLearning tool to introduce and explain new processes and procedures and in raising awareness of our Quality aims.
Approach to Contract and Project Management and Service Delivery
The delivery methodology used by iTrain is Agile and Prince2, in conjunction with formal policies and procedures created and maintained within our Quality Management System. All iTrain Project Managers are certified to Prince2 Practitioner level.
Train is fully committed to understanding and then meeting or exceeding customer needs. This starts with the management team, led by the Board of Directors, who own the iTrain Quality Policy, from which the following extract is taken:
“It is iTrain’s Policy to be seen as a trusted partner by its customers by working with them to understand and consistently meet or exceed their needs and expectations”iTrain has developed and maintains two core processes within its Quality Management System: Pre-Sales and Delivery, the first of which is related to capturing and understanding customer’s needs. The Delivery process defines roles and responsibilities in assuring the effective delivery of services. A key element of this is the iTrain Project Office (IPO), a team comprising representatives from all departments that manages customers’ needs throughout the project lifecycle.
iTrain employs a 4-stage solution delivery process, comprising: Define, Design, Develop and Deploy. Close customer contact is regarded as essential at every stage of this process and within the formal structures of Agile and Prince2, formal review and customer sign off of key deliverables is mandated by every project plan. All solutions are managed throughout the delivery lifecycle by a project manager who at the start of every project is required to develop and subsequently maintain a Project Initiation Document (PID).
The PID is a living document throughout solution delivery and includes defining the customer’s project team and Project Board, with whom the Project Manager liaises throughout and especially in the verification and validation of key product deliverables. The PID also includes the definition of all project governance measures to assure quality, including customer communications, formal meeting structures and responsibilities for sign-off of milestones and deliverables.
Customer Satisfaction Assessment
Customer involvement is regarded as critical to the effective application of continuous improvement within iTrain. Key elements of this include joint ownership of the Risks and Issues log, which is regularly reviewed and updated as part of the routine customer meetings chaired by the Project Manager. The Log then feeds through into the post-project review as part of the formal Lessons Learned process.
As part of the project closure process, our procedure mandates that customer satisfaction assessment is carried out and the outputs and assessed by the Senior Management team, chaired by the Managing Director each quarter. iTrain fully appreciates that “customer” does not mean one person or one group and that true continuous improvement relies on capturing views and suggestions from as many involved parties as possible. To reflect this, iTrain maintains two types of satisfaction assessment for Learning & Development: one to capture and assess feedback from those directly receiving the service, and the other aimed at managers responsible for acquiring the service. These surveys are fully adaptable to meet customer needs as required.