S.T.A.R.Interview

S.T.A.R [Situation - Task - Action - Result]

DISCLAIMER

• This document contains unedited notes and has not been formally proofread.
• The information provided in this document is intended to provide a basic understanding of certain technologies.
• Please exercise caution when visiting or downloading from websites mentioned in this document and verify the safety of the website and software.
• Some websites and software may be flagged as malware by antivirus programs.
• The document is not intended to be a comprehensive guide and should not be relied upon as the sole source of information.
• The document is not a substitute for professional advice or expert analysis and should not be used as such.
• The document does not constitute an endorsement or recommendation of any particular technology, product, or service.
• The reader assumes all responsibility for their use of the information contained in this document and any consequences that may arise.
• The author disclaim any liability for any damages or losses that may result from the use of this document or the information contained therein.
• The author reserve the right to update or change the information contained in this document at any time without prior notice.

• Any attempts to perform penetration testing or ethical hacking on systems or networks should be done with the explicit permission of the system/network owner. Unauthorized access is illegal and can result in serious legal consequences.
• It is important to fully understand the scope of the testing and to only test within that scope. Testing outside the agreed upon scope is considered unauthorized and may result in legal action.
• Any findings or vulnerabilities discovered during testing should be reported to the system/network owner immediately and kept confidential until a fix can be implemented.
• It is recommended to use a separate, dedicated testing environment rather than testing on a live production system to minimize the risk of accidentally causing damage or downtime.
• It is important to take steps to protect your own identity and prevent accidental data leaks or exposure of sensitive information during testing.
• It is also recommended to follow a standard code of ethics for ethical hacking and penetration testing.

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S.T.A.R [Situation - Task - Action - Result]

Situation

Describe a specific event or a situation that you were in. The who, what, where, when etc. 

Task

Explain the task you had to complete, highlighting any specific challenges or constraints. 

Action

Describe the specific actions you took to complete the task, highlighting desirable traits the interviewer is after

Result

Close with the result of your efforts, including figures to quantify the result if possible.

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Dashboard

https://www.gouti1454.com/p/dashboard.html

Rationale for Dashboard

• Region Wise data
• Showcasing the overall - SLA or RAG [Red Amber, Green] status under two categories, to have a better holistic picture.
• Status - Done, next Status - Failed, Outstanding, cancelled and suppressed
• Breaking down the status on which are - Critical, Important and Non-critical, throws light on Severity.
• Resource wise data
• Understanding the cost involved as per resource type.
• Getting info on Mean time to repair MTTR- per resource involved and number of tickets status as per resource group.
• Statutory Wise Data
• The data sets are previewed through the statutory buckets, along with the calendar timeline and asset types involved.
• P-Index Wise Status
• The various categories of P-Index were listed by status, then by quarterly and finally their importance to understand the severity.

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What is Governance / Risk / Compliance

Governance

• Combinations of Rules, processes and policies, that are used to achieve business goals.
• RISK
• Foreseeing the negative outcomes. Manage the risk using risk treatment.
• the possibility of something negative happening. It's the chance of harm, loss, or damage occurring.

Compliance

• meeting the requirement set by internal or external sources, like meeting national regulatory laws - GDPR, PCI DSS and board requirements.

Quality

• The requirements that are accepted by the customer, end user.
• Fitness for purpose
• Value for money
• Meeting expectations

Quality/ Governance/ Compliance

    The successful implementation of Quality, Governance, and Compliance (QGC) frameworks requires a collaborative effort driven by the board of directors, but also actively supported and executed by management and all employees.

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Audit Life Cycle:

• Audit Planning:
• Audit Charter 
• Objective
• Expected outcomes 
• Audit Plan 
• The scope of the audit
• The periodicity of the audit
• Audit Selection
• Audit Scheduling
• Audit Execution:
• Performing Audit
• Audit Closure:
• Reporting
• Continual Improvement. 
• Tracking non-conformance 

Audit = Reasonable assurance never 100%

Finding evidence, show effectiveness, assurance 

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Audit planning:-

• Scope selection:
• Risk based approach: 
• audit scope based on identified risk areas.
• Project Phase Alignment: 
• The audit scope aligns with the current project phase (e.g., initiation, execution, closure).
• Addressing Past NC's: 
• Based on the previous non-conformances and weaknesses
• Meeting External Certification Requirements: 
• The audit scope ensures compliance with external certification standards.

• Audit Plan communication and review 
• Clear Communication: 
• The finalized audit plan is effectively communicated to all stakeholders for review.
• Approval Process: 
• The audit plan undergoes a formal approval process.
• Scheduling and Confirmation: 
• Audit dates and auditee availability are reviewed and confirmed.
• Finalized Schedule Published: 
• The final audit schedule is published to all relevant parties.

Conducting Audit :-

• Pre-Audit Preparation
• Status of previous Non-conformances, weakness and observations.
• Offline data analysis, if required.
• Conducting Audit
• Interacting with Auditee
• Gathering evidence based on the scope of the audit.
•  Using defined checklist, processes 
• Nc’s Communications
• Agreeing with auditee the Non-conformances, weakness and observations if any.
• If any, non agreement. Having internal meetings with relevant stakeholders, to arrive at a decision.
• Audit Reporting 
• Publishing the agreed upon NC’s, weakness and observations 
• Publishing with the expected date of closure and responsible person for closure.
• Risk tracker
• Updating the risk tracker, based on the Audit findings  for any potential risks.
• Continual Improvement
• Tracking the NC’s, weakness and observations to closure.
• Root cause analysis for the audit findings. 
• Identifying any training, improvement plans based on the Audit findings. 

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Audit Preparation for external certification: 

(Timeline 6 months):

• Assigning Single Points of Contact (SPOCs): 
• Identify SPOCs for each project to ensure clear lines of communication and ownership.
• Resource Risk Assessment: 
• Evaluate the risk of key personnel leaving the organization before the audit.
• Succession Planning: 
• Identify backup resources to mitigate the risk of SPOC departure.
• Tailored Project Training: 
• Provide targeted training to team members based on their specific project roles and responsibilities.
• Audit Gap Analysis and Readiness Review:
• Conduct Gap Analysis: 
• Identify any discrepancies between current practices and the external certification standards.
• Develop RAG Status Report: 
• Clearly communicate the findings of the gap analysis using a Red-Amber-Green (RAG) status system to indicate the severity of each gap.
• Track Remediation Progress: 
• Monitor the progress of closing identified gaps until all issues are resolved.

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Risk, Threat and Vulnerability

Vulnerability 

• It is a weakness or flaw in a system, application, or network.

Threat 

• It is anything that could potentially exploit a vulnerability and cause harm.

Risk 

• The possibility of something negative happening. It's the chance of harm, loss, or damage occurring.

E.g.

• Vulnerability: Leaving your front door unlocked.

• Threat: A burglar walking through your neighborhood.

• Risk: The chance the burglar notices your unlocked door and enters your house.

Managing Org Risk: 

Risk = Threats * Vulnerabilities 

Zero-Day Attack

Vulnerabilities found in wild -> Unaware = Public + Vendor 

Then after the period Vendor is aware -> Unaware = Public

Vendor  released patches -> aware = Public

E.g.

• A zero-day exploit is like someone finding a hidden backdoor into a house that even the owner didn’t know existed—until a break-in happens.

https://www.gouti1454.com/p/risk-manage.html

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Sample Questions:

Say About yourself

    I bring over 16 years of experience in software quality, risk management, and security assurance, with a strong foundation in ISO standards, CMMI, and compliance frameworks. My background spans both technical and governance domains, backed by academic credentials in IT Security, Business Law, and Engineering.

    With proven adaptability across diverse roles and industries, I offer a unique blend of strategic insight, technical expertise, and strong communication skills making me well-equipped to contribute from day one.

What Do you Bring to this role? 

or Why would we regret not hiring you?

    I bring a unique combination of deep expertise, strong leadership, and a passion for continuous improvement that aligns perfectly with this role.

 1. Proven Experience and Expertise  

    With over 16 years of experience in software quality and security assurance, I have developed a strong foundation in risk management, compliance auditing, project facilitation, and process improvement. I’ve worked with standards like ISO 9001, AS9100, TL9000, and CMMI, and hold academic credentials in IT Security, Business Law, and Engineering- giving me a well-rounded perspective on both technical and governance aspects.

 2. Effective Leadership and Communication  

    I’ve successfully led cross-functional teams, delivered internal training programs, and acted as a bridge between technical staff and senior management. I tailor my communication style to suit the audience, whether it's breaking down technical concepts for non-technical stakeholders or facilitating business-level discussions.

 3. Analytical and Data-Driven Mindset  

    My approach is grounded in data-driven decision-making. I’ve used statistical analysis, dashboards, and health indicators to identify issues early and drive improvements. Whether it's improving project compliance scores or reducing defect density, I always ensure there's a measurable outcome.

 4. Passion for Knowledge Sharing  

    I'm committed to empowering others through knowledge, as seen through my personal cybersecurity blog (Gouti1454.com) and the internal training sessions I’ve led. I believe that building a learning culture not only elevates individuals but strengthens teams and organizations.

 5. Adaptability and Diverse Skill Sets  

    I’ve worked across various roles and industries, from tech to hospitality. Even in non-technical roles, like my time as a receptionist, I developed skills in client service and adaptability that continue to serve me well today. This diverse background allows me to bring fresh perspectives and adapt quickly to new challenges.

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Tell us about your knowledge and experience with risk management and how you have applied it in your work

 Situation  

    Throughout my career, especially in quality and compliance-focused roles, I have been responsible for managing various operational and information security risks that could impact project performance, regulatory compliance, or organizational objectives.

 Task  

    My role required me to apply structured risk management practices to identify, assess, and mitigate risks—particularly those related to IT systems, compliance audits, and process deviations. This was crucial for ensuring business continuity and maintaining adherence to standards such as ISO 9001, ISO 27001, and CMMI.

 Action  

    I applied the complete Risk Management Cycle, which included:

- Risk Identification: I conducted periodic Information Security Risk Assessments to identify vulnerabilities in systems, processes, and data handling practices.

- Risk Analysis and Evaluation: I assessed the likelihood and impact of each identified risk, using a qualitative and quantitative approach, and prioritized them accordingly.

- Risk Treatment: Based on the nature and severity, I recommended appropriate strategies—Avoidance (changing the plan to eliminate the risk), Mitigation (reducing the impact or likelihood), Transfer (e.g., through SLAs or insurance), or Acceptance (when the risk was within tolerance).

- Risk Tracking: I implemented regular monitoring and tracking of risk treatment actions. Any residual or emerging risks were reviewed in governance meetings and escalated if needed.

    In addition, I worked closely with project managers and business units to ensure that risk mitigation strategies were realistic and aligned with project goals and resource availability.

 Result  

    As a result, critical risks were consistently addressed before they could escalate into actual issues. For example, during a compliance audit preparation phase, early identification of documentation gaps and control weaknesses allowed us to resolve them in advance, resulting in a successful audit outcome with zero major non-conformities. My proactive risk approach also helped project teams reduce unplanned disruptions, leading to improved delivery timelines and greater stakeholder confidence.

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Break down Complex Issues: 

Breaking down technical security concepts for non-technical users

• Use Analogies: 
• Compare technical security concepts to everyday situations. 
• For example, you could compare encryption to a locked safe where only the intended recipient has the key.
• Visual Aids: Use diagrams, charts, and other visual aids to illustrate concepts.

Describe a time when you had to explain a complex issue to someone who was not a specialist in the field

 Situation  

    In my role as Deputy Quality Manager at HCL Tech, I was responsible for ensuring quality assurance and compliance across multiple IT projects. A key challenge was explaining complex quality metrics—such as defect density, rework effort, and compliance indicators—to a diverse set of stakeholders, including project team members, team leads, project managers, and business heads. These groups had varying levels of understanding of technical processes, and it was critical to ensure clarity to avoid misinterpretation and ensure effective decision-making.

 Task  

    My task was to communicate these technical metrics in a way that was meaningful and accessible to each audience group. The goal was to ensure everyone understood how their actions contributed to overall project quality and business outcomes. This clarity was essential, as the data collected directly influenced leadership decisions and organizational KPIs.

 Action  

    To effectively bridge the knowledge gap, I customized my communication strategy based on the audience:

- For project team members, I broke down technical metrics like defect density using relatable analogies. For example, I explained that injecting too many bugs in code is like adding flawed components during a software build—every time it fails, you have to stop, troubleshoot, and rebuild, which wastes time and team effort. I simplified calculations (e.g., defects per 1,000 lines of code) and encouraged the team to share ideas on reducing rework.

- For team leads and project managers, I emphasized the impact on delivery timelines and team productivity. I used dashboards and trend charts to visualize patterns, such as increasing defect rates or delayed compliance submissions. This helped them quickly identify problem areas and take corrective actions.

- For business heads, I translated technical quality metrics into business language—highlighting how defect-free, timely deliveries contribute to cost savings, customer satisfaction, and brand credibility. I used analogies like a hardened, well-configured server—stable, secure, and requiring minimal intervention—to explain the value of a bug-free product.

- Across all levels, I supported my message with visual aids, including monthly RAG status charts, compliance health indexes, and audit reports to drive home the key insights in a digestible format.

 Result  

    This tailored communication strategy led to measurable improvements. Project teams became more proactive in reducing defects and improving data quality. Managers reported shorter rework cycles and fewer delays. Business leaders appreciated the clarity and actionable insights, which enabled faster, more informed decisions. Overall, the organization saw improved delivery timelines, enhanced compliance scores, and increased customer satisfaction—driven by better internal alignment and communication.

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Training

Describe your experience preparing and delivering a professional presentation or training to a group.

Situation:  

    As Deputy Quality Manager at HCL Tech, I was responsible for enhancing awareness and understanding of quality and compliance processes across the organization.

Task:  

    My goal was to design and deliver professional presentations and training sessions tailored to various audience levels—from fresh graduates and team members to project managers and business heads—on topics such as Quality Management, Risk Management, Compliance Requirements, and External Assessments.

Action:  

    To ensure effective communication, I customized each session based on the audience’s background and experience. I used practical examples relevant to their roles, included interactive discussions to promote engagement, and focused on simplifying complex concepts like internal audits, defect density, and ISO compliance steps. For more senior stakeholders, I linked process adherence to business outcomes such as risk mitigation, cost efficiency, and customer satisfaction.

Result:  

    These sessions led to increased awareness, better compliance, and improved data quality in reporting. Team members became more confident in executing quality tasks, managers were better aligned with compliance goals, and business heads appreciated the strategic value of quality initiatives. Feedback from attendees consistently highlighted the clarity, relevance, and impact of the training.

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Legal Documents into Process and policies

Can you tell us about a time when you had to read and interpret legal documents and regulatory guidance and apply it to operational processes and policies.

I've been tasked with interpreting legal contracts outlined in the Statement of Work agreements between customers and service providers. This involves understanding Service Level Agreements, penalties, deliverables, timelines, and quality checkpoints. I collect and interpret these legal terms according to the relevant laws mentioned in the Statement of Work. My background includes a Master's in Business Law, which aids in deciphering these terms accurately.

Additionally, in my role at HM Land Registry, I ensure that potential procurement suppliers adhere to GDPR requirements. I meticulously verify these requirements against GDPR standards to maintain compliance.

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Timeline / Deadline is met: 

Describe a situation where you had to proactively plan and organize your time and resources to meet a deadline or target?

Can you describe a time when you had to manage multiple priorities in a pressured working environment?

 Situation:

As Deputy Quality Manager at HCL Tech, I was responsible for managing multiple priorities, including publishing monthly health indicators (e.g., PCI score, PCSAT score, productivity, billing time, attrition rates, defects, and risks), conducting audits, facilitating projects, providing training, and attending meetings. These tasks needed to be completed within strict timelines, which required careful planning and organization.

 Task:

I was tasked with ensuring that all data was collected, reviewed, and submitted on time for monthly business reviews. This included data collection from multiple teams by the 10th of each month, data reviews completed by the 15th, and final business reviews conducted by the 20th. Additionally, I had to manage ad-hoc requests, audits, and other tasks without missing any deadlines.

 Action:

To effectively manage these responsibilities, I developed a comprehensive tracker that included both recurring activities and ad-hoc tasks. This tracker outlined the deadlines for each task and used the Plan-Do-Check-Act (PDCA) cycle for continuous improvement. 

1. Proactive Planning: I designed formulas in the tracker to automatically calculate the deadlines for each project and type of required data. This allowed me to have a clear overview of all tasks and their due dates at any given time.

  

2. Clear Communication: I sent reminder emails at the start of the month and published a weekly RAG (Red, Amber, Green) status report to highlight which projects had submitted their data, which were pending clarification, and which hadn’t submitted at all. This kept all stakeholders informed of progress.

   

3. Escalation Process: For any non-submissions after the second reminder, I escalated the issue to senior management to ensure it was addressed promptly. I maintained constant communication with project managers, ensuring they were aware of the importance of the data and that any delays or missing data would be reported.

  

4. Collaboration: When deviations from organizational targets occurred, I gathered root cause analyses and uploaded the findings to the IPM tool for business leaders to review. This helped ensure that issues were addressed and corrective actions could be taken.

 Result:

By implementing this proactive approach, I was able to consistently meet deadlines and ensure that all data was collected, reviewed, and submitted on time. My tracker and communication strategies helped keep everyone on track and allowed for quick identification and resolution of any issues. As a result, monthly deadlines were consistently met, and business leaders received accurate and timely data for review. This process also improved transparency and collaboration between teams, fostering a more efficient and reliable workflow for the entire department.

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How have you demonstrated your skills in data analysis and reporting in a previous role?

In my previous role as Deputy Quality Manager at HCL Tech, I had the opportunity to demonstrate my skills in data analysis and reporting while ensuring compliance with ISO 9001:2015, TL9001, AS9100, and CMMI standards. Here's how I applied the STAR (Situation, Task, Action, Result) technique to showcase my skills:

 Situation:

As part of my responsibilities, I was tasked with overseeing the collection and analysis of data related to project compliance for multiple quality standards. Each month, I was required to generate a Health Index and dashboard that reflected the compliance status of various projects. This reporting was critical to ensure the projects adhered to the required quality standards and to identify areas that needed improvement.

 Task:

My specific task was to ensure that new projects were assessed for compliance and that their details were collected and accurately reported. I needed to apply compliance criteria for projects entering the Project Compliance Index and use the data to generate a monthly health report. This required significant data analysis to understand trends and spot any issues that could impact project success.

 Action:

To achieve this, I developed a systematic approach for data collection and reporting:

- I coordinated with project managers to gather project-specific details, such as project start date, end date, resource count, and other key metrics.

- I applied the minimum compliance criteria for each project to determine whether it should be included in the Project Compliance Index.

- Using tools like Excel and internal databases, I analyzed the data and created monthly reports, which included a Health Index and dashboard to visually display each project's compliance status.

- I also included key metrics such as project timelines, resource allocation, and any deviations from the established compliance standards.

- I ensured that any non-compliant projects were flagged, and worked with project managers to understand the underlying issues and offer support.

 Result:

As a result of my efforts, the monthly Health Index and dashboards were delivered on time and provided valuable insights into project compliance. These reports helped senior management make informed decisions about resource allocation and potential risks. Additionally, the process I established led to improved communication between project managers and the quality team, ensuring better compliance with standards and fewer project delays. Over time, the accuracy of our compliance reports improved, and the Health Index became an essential tool for monitoring ongoing project health, contributing to the overall success of the department.

By utilizing data analysis and reporting, I was able to streamline the process, make data-driven decisions, and foster greater alignment between teams, which ultimately enhanced the organization's adherence to quality standards.

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How do you manage conflicts in the role ?

• Identify the Root Cause
• Active Listening and Understanding Different Perspectives
• Clear and Transparent Communication
• Collaborative Problem-Solving
• Escalation When Necessary

Situation:

While working as Deputy Quality Manager at HCL Tech, I was responsible for ensuring compliance with ISO 9001:2015, TL9001, AS9100, and CMMI standards. One of the key aspects of my role involved managing the compliance of new projects, ensuring that they entered the Project Compliance Index and adhered to the established process steps. However, I frequently encountered conflicts with project managers who were either unaware of these compliance processes or who requested exceptions to remove their projects from compliance steps.

 Task:

My task was to resolve these conflicts, ensure that all projects complied with the necessary standards, and guide project managers through the compliance process. I had to ensure that the monthly Health Index and dashboard accurately reflected the compliance status of all projects, which required me to effectively manage conflicts related to the compliance steps and exceptions requested by project managers.

 Action:

1. Identify the Root Cause: When a conflict arose, I first sought to understand the root cause by identifying why a project manager was requesting an exception. In many cases, the root cause was a lack of understanding of the compliance process or concerns about resource limitations and project timelines.

2. Active Listening and Understanding Different Perspectives: I initiated one-on-one meetings with project managers to listen to their concerns and understand their perspectives. I allowed them to explain why they felt the process was a burden or why they needed an exception, ensuring I captured their concerns accurately.

3. Clear and Transparent Communication: Once I understood the concerns, I provided clear explanations of the process steps involved and the rationale behind the compliance requirements. I emphasized that these steps were designed to ensure the quality and success of the project, as well as the broader organizational goals.

4. Collaborative Problem-Solving: I worked closely with the project manager to explore alternative solutions. For instance, I offered additional training and facilitation to help the project manager and their teams better understand the process. If resource constraints were a concern, I suggested delegating some tasks to team leads or other team members to alleviate the workload on the project manager.

5. Escalation When Necessary: If the project manager still requested an exception after our discussions, I collected the rationale for their request and escalated the issue to senior management and the business head. I presented the organization's mandate for process compliance, offered support in terms of training and resources, and discussed potential solutions. If needed, I also initiated discussions about possible waivers and their implications.

 Result:

Through these actions, I was able to successfully resolve conflicts and ensure that most projects adhered to the compliance process. When exceptions were granted, they were documented, and the necessary actions were taken to maintain the integrity of the compliance process. The result was that the Health Index and dashboard continued to reflect accurate compliance data, and communication between the quality team and project managers improved significantly. The issue of non-compliance became less frequent, and projects were delivered more smoothly, with all parties having a clear understanding of the process and the benefits of adhering to it. The outcome was documented and published across the department, contributing to the overall success of the organization’s compliance efforts.

By following this approach, I was able to handle conflicts in a constructive manner while maintaining the integrity of the compliance process and ensuring that all stakeholders were aligned with the organizational goals.

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How would you ensure the Trust's compliance with data protection legislation?

How would you approach the task of maintaining and updating the Trust's Information Asset Register?

How would you go about planning and conducting the annual desktop cyber security exercises?

How would you approach the task of reviewing vulnerability reports and raising areas of risk with the MPFT Digital Service Development Team?

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Explain your understanding of good governance and its importance

Effective governance refers to the combination of rules, processes, and policies employed to achieve business objectives. It involves foreseeing and managing risks to prevent negative outcomes, thereby mitigating the possibility of harm, loss, or damage. Compliance entails meeting internal or external requirements, such as national regulatory laws like GDPR or PCI DSS, as well as board mandates.

Quality is determined by meeting the expectations and requirements of customers and end-users, ensuring fitness for purpose, value for money, and meeting expectations. In essence, quality governance and compliance involve the successful implementation of frameworks that prevent problems before they occur, requiring collaboration from the board of directors, management, and all employees. Good governance is essential for ensuring transparency, accountability, and ethical conduct within an organization, thereby fostering trust among stakeholders and promoting sustainable growth

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Tell us about your educational background and how it has prepared you for your career

My educational background has been instrumental in shaping my career path and equipping me with the necessary knowledge and skills to excel in my field. I hold a Master's degree in IT Security from Nottingham Trent University, where I acquired a deep understanding of cybersecurity principles, risk management methodologies, and compliance frameworks. This program provided me with a solid foundation in information security, governance, risk, and compliance (GRC), which are essential aspects of my professional endeavor.

Additionally, I pursued a Master of Business Laws (MBL) degree from the National Law School of India University, which enhanced my understanding of legal frameworks, regulatory requirements, and contract management. This legal education has been particularly valuable in interpreting legal documents, understanding regulatory guidance, and applying them to operational processes and policies in my professional roles.

Furthermore, my Bachelor's degree in Electronics and Communication Engineering from Anna University, Chennai, laid the groundwork for my analytical and problem-solving abilities. It provided me with a strong technical foundation and honed my critical thinking skills, which are indispensable in navigating complex technical challenges and devising innovative solutions.

Overall, my educational journey has equipped me with a diverse skill set encompassing technical expertise, legal acumen, and analytical prowess, all of which have been instrumental in my career progression and success.

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Quality: 

what is Quality

• The requirements needed by the customer, end user. 
• Preventing Problems Before They Occur. 

When defects are found internally and not passed on to customer or end user, the quality of the product or service meets the requirements of the customer.

• E.g when defects are passed on to end user, Boeing fights crashed due to design in flaw and using an automatic control, the same not communicated properly in manual or pilots training.
• The Boeing 737 MAX crashes are a stark example of how design flaws and inadequate communication can lead to disastrous consequences. Here are some sources you can explore for more information:
• Official Reports:
• National Transportation Safety Board (NTSB): The NTSB investigated both the Lion Air Flight 610 and Ethiopian Airlines Flight 302 crashes and published detailed final reports. These reports provide comprehensive analyses of the accident sequences, including the role of MCAS and the lack of pilot training on its functionality.

• Ethiopian Accident Investigation Bureau (AAIB): The AAIB also investigated the Ethiopian Airlines crash and published its own final report. While broadly agreeing with the NTSB findings, it placed additional emphasis on the role of Boeing's communication and training practices. The Seattle Times: This article provides a comprehensive overview of the crashes and their aftermath, including the role of MCAS, pilot training, and Boeing's response.

• E.g. UK post office software bugs, which allowed to prosecute innocent post masters approx 800 nos.
• BBC Panorama investigation: In 2019, BBC Panorama broadcast a documentary titled "The Great Post Office Scandal," which explored the problems with the Horizon system and their impact on postmasters. You can watch the documentary or read transcripts online. Independent Inquiry: In 2021, the UK government announced an independent inquiry into the Horizon scandal. The inquiry is ongoing, and you can find updates on its website

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Quality Policy: 

Quality policy is like high level mission statement and sets the overall direction. 

Example : We will meet customer requirements on time and defect free.

Definition: In a corporate context, a policy is a high-level statement that outlines the organization's goals, values, and expectations.

• Example (IT context):

• Policy: "All employees must use strong passwords and avoid sharing them with anyone."

• Standard: "Passwords must be at least 8 characters long and include a combination of uppercase and lowercase letters, numbers, and symbols."

• Procedure: "To change your password, log in to the company portal, go to 'Account Settings,' click 'Change Password,' and follow the on-screen instructions."

• Guidelines: "Consider using a password manager to generate and store strong passwords securely. Change your password regularly, especially after suspicious activity."

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Quality Objective

These are the measurable, actionable steps to translate the quality policy into reality.

On time delivery.

Reduce customer complaints by 20% within the next 6 months.

Customer satisfaction 

Achieve a 99.5% on-time delivery rate for all orders by Q3.

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Quality Management System 

QMS contains following details

• Quality Manual

• Processes, templates, checklists, procedures, process flowcharts.

• PDCA- Plan, Do, Check, Act - Entry, task, verify, Exit

• Project Life cycles : Contract, Proj startup, Proj Planning, Proj monitor & control, Proj Closure, Proj retrospection. 
• Life cycle models: Development, Testing, Maintenance, Production support, Staff augmentation, Agile

• Common process for entire org and specific process for each department/ business.  
• Stakeholders: Human resources, Administration, LAB

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Questions

• What Motivated to apply for this role?
• What will you bring to this role?
• Any questions?

• Framework : Logical structure - like
• Standards: Method to Implementation & meetings the requirements.
• Policy:
• Procedure:
• Guidance/ Guidelines:

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About The Company

• Gas : Our Values
• Enter an environment where you’ll give and
• take Ownership,
• to make Progress
• with Simplicity
• Gas comprises two businesses,
• Gas Transmission and
• Gas Metering.
• Company's history
• Gas and Metering business (now  Gas Transmission).
• Key Projects
• Future grid is an ambitious programme which seeks to build a hydrogen test facility in Northern England.

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S.T.A.R., #STAR,  Interview,