USTS General Write-up on Processes & Methodologies:

Engagement Phases, SDLC Process Overview, Project Management and Quality Assurance
Framework, Development Life Cycle Snapshots, Testing Practice, AMO Practice, Best
Practices & Principles, Sample SLAs, Special/Unique Qualifications, Value Proposition

OUR PROMISE

• Projects deployed on time, on budget with the desired functionality

• Accountability for business results and SLA’s

• Projects done cheaper, faster with good quality

1 USTS APPROACH: Engagement Phases

For any project engagement, USTS follows the phases of Assessment, Inception, Transition and Execution
in order to get into sustained operations mode. The activities/tasks in each of these phases along with a time
-period is detailed below:

The associated Project Management and Quality Assurance process for each of these phases are followed and
are detailed out in the subsequent sections.
2 USTS: SDLC Processes Overview

All our processes/practices related to software development life cycle are well established to enable the global
distributed delivery model. The typical phases of SDLC that we follow are Planning, Requirement, Design,
Implementation, Test, Installation and Maintenance. There are a set of activities that we follow corresponding
to each of these phases, as shown below:

Corresponding to each of these activities, we have a process, template or a tool (detailed below in the Project
Management and Quality Assurance Framework section)

USTS has specific project management procedures, integrated in a global quality system. Depending upon the
type of project, the required service level, and existing client procedures and processes, some adaptations may
be performed in order to deliver the project according to required and agreed standards

For a typical engagement:

• The USTS Project Manager and Client Project Manager will agree on the specific project deliverables
before the start of any task within the project scope
• For each deliverable, there will be planned review meetings, peer reviews and intermediate walk-throughs.
• USTS will ensure that the deliverables are completed with the pre-defined schedule, effort and quality
parameters
3 USTS: Project Management and Quality Assurance Framework

3.1 Processes/Templates/Tools

Key USTS Offshore project-management and quality-assurance processes allow us to deliver to the
committed service levels. The associated templates or tools that we use at USTS for these phases are as
follows:

Processes Associated Tools and Processes Associated Tools and

Templates
ASSESSMENT
Steps Of Engagement SmartSourcing Approach
Master Services Agreement MSA Proposal Template
Statement Of Work SOW Template
Service Level Agreement SLA Template
Assessment Process Assessment Checklist
Global Risk Management Risk Mitigation Plan
Effort Estimation Estimation Template
INCEPTION
Scope Management Scope Matrix Template
SLA Matrix Template
Project Management Virtual War Room Template
PM Plan
Communication Communication Plan
Escalation Plan
Team Structure
Test Management Test Strategy
TRANSITION
Configuration Management CM Plan Template
Configuration Audit Checklist
Transition Verification Transition Checklist
Communication Communication Plan
Escalation Plan
Team Structure
Build and Release Process Build and Release Calendar
EXECUTION
Scope Management
Project Management
Design Review
Code Review
System Testing
Integration Testing
Acceptance Testing
CR Life Cycle
Utilization and Productivity
Assessment
Project Status and Reporting
Management Reporting
Customer Feedback
Skills Management
Templates
Scope Matrix Template
SLA Matrix Template
Virtual War Room Template
PM Plan
Staffing Plan
Ramp up Plan
Vacation Plan
Design Review Template
Code Review Guidelines
Coding Standards
Code Review Notes Template
Test Plan
Test Plan
Test Plan
CR Life Cycle Template
Utilization Metrics
Daily Status Email Template
Weekly SLA Report
Monthly SLA Report
CR Matrix
Executive Dashboard
Project Health Check Template
Customer Feedback Form
Training Calendar

The sample or snapshot of these templates can be provided to the customer on request. We strongly believe
that the quality of software is governed by the quality of the process used to produce it
4 USTS: Development Life Cycle Snapshots

4.1 Incremental Development Snapshot

4.2 Agile Development Snapshot

5 USTS: Testing Practice

5.1 QA Overview

The QA team within USTS provides a comprehensive suite of testing and program management services
necessary to drive overall excellence using:

• A partnership-based approach where USTS and CLIENT are willing to take full ownership and
accountability for the Quality Assurance and testing efforts

• People with the right technical skills who understand all aspects of software testing

• A delivery culture backed by strong project management, software engineering and testing processes

5.2 QA Capabilities

All our processes/practices are now well established to enable the global distributed delivery model.

• Our capabilities encompass all areas of QA with the best-of-breed processes around Quality
Assurance which we have been using on our projects

• Our Objective is to be the trusted and independent assessor of application quality, working towards
measurable goals that improve reliability of customers’ interactions with the applications contributing
to a high application uptime at optimal costs

Quality Assurance within Application Management Services

5.3 QA Service Offering

Functional Testing, Integration Testing, Load Testing, Compatibility testing, Performance Testing
and Telecom Testing

5.4 Testing Project Engagement Snapshot

6 USTS: AMO(Application Management Outsourcing) Service Offering

6.1 Support Services

Our Support Services group provides ongoing support, maintenance, and evolution for your core business
applications
• A partnership-based approach where we take full ownership and accountability for the ongoing
support and evolution of the technology platform
• A flexible model that allows our clients access to the right technical skills at a short notice
• A legacy of delivering long-term support on a fixed-price, service-level basis
• A fully integrated, globally distributed delivery capability
USTS Support Services offers the advantages of an integrated global model—increased speed and
reduced costs—without the associated risks.

6.2 Service Model

6.3 Approach

Inception Transition Execution

Shadowed
Knowledge Supervised
Support
Transition Execution
Team
1-2 weeks 4-12 weeks Ongoing

• Establish detailed service levels

• Customize/establish processes
• Close on detailed baseline scope
• Determine detailed connectivity and
infrastructure requirements

• Transition application, business

functionality, technical implementation
• Set up infrastructure/connectivity
• Roll out processes and tools
• Shadow existing support team

• Execute Levels 2 and 3 support

• Provide overall program management
• Implement minor enhancements
• Provide additional activities like
quality assurance, training
7 USTS: Wheel Of Speed

7.1 Best practices, principals and guidelines to ensure delivery with excellence

The goal for this “methodology" is to improve the multi-site delivery efficiency by adopting and
implementing a process supporting best practices, principles and guidelines within delivery framework.

Principles:

• On time - all the time, delivering frequently

• Prioritisation is essential.

• Small teams must be empowered to make decisions and left alone to reach objectives

• Testing of everything as early as possible (through-out the life cycle)

A snapshot of some of the best principles and practices around development, testing,
communication and workshops that we follow in our everyday practice has been shown above.
8 USTS: Sample SLAs

8.1 SLA – Sample goals, metrics and targets for a testing project

Target Mechanism

Customer credits for missing targets

Credit offsets when USTS beats stretch targets

8.2 SLA - A sample SLA for an ETL Project

9 USTS: Special/Unique Qualifications

9.1 Summary of Special Qualifications

Fast Facts about USTS

Accreditations
• Revenues totaling $35 mn with a workforce of
750 spread across four locations in America with
overseas presence in New Delhi , India
• Ranked 29 th in the INC 500 for the year 2007
• Ranked 5 th fastest growing company in NJ by
Deloitte & Touche (D&T), 2007
• 107 th fastest growing technology company in
North America by Deloitte & Touche (D&T),
2007
• Strong focus on Green technology consulting
with Trademark solution GreenThink

10 Conclusion: USTS’s Value Proposition

Capacity and quality:

• A global capacity (proprietary and partnerships) of 700+ people
• Focused on quality and technological excellence, consistent with USTS Group positioning
Client proximity / Offshore Mix:
• An offer build on our local knowledge of the client, its sector, its methods, its requirements
• Aimed at the best team project organisation, balanced between client proximity, delivery quality and
cost effectiveness
Simplicity and efficiency:
• Unchanged local interface (as much as possible, offshore is transparent for the client)
• Specific and capitalised methods ensuring the efficiency of the offshore process
A global offer:
• A capacity to offshore a variety of technical skills from the same local interface
• A possibility to address a variety of geographic destination requirements
An adaptive offer
• Permanent investments in offshore intelligence on geographical zones and potential future partners