Quality Manual (QMS) Respellion (ISO 9001:2015)
This document describes the Quality Management System (QMS) of Respellion. Our QMS is designed to deliver maximum value to our customers through "sustainable digitization" without unnecessary bureaucracy. We use Holacracy as a governance model and Agile/DevOps as an operational standard.
ISO9001:2015 Chapters
4. Context of the Organization
4.1 Understanding the Organization and Its Context
Respellion operates at the intersection of open-source technology and societal impact. Our context is determined by the need for safe, scalable, and sustainable digital solutions. Documentation: Manifesto, Company Report. Review: Annually during a strategic governance session of the General Board Circle.
4.2 Stakeholders and Their Needs
We identify our stakeholders (customers, employees/roles, government, partners) through our circle structure. Implementation: Roles and their 'accountabilities' in Glassfrog define responsibilities towards stakeholders. Evidence: Glassfrog governance overview.
4.3 Scope
The QMS applies to: "The design, development, implementation, and maintenance of customized software solutions and the provision of consultancy in the field of digitization and open-source technology."
4.4 Quality Management System and Processes
Our processes are not linear but cyclical (Agile). The interaction between processes is managed through Holacracy meetings (Tactical & Governance).
5. Leadership
5.1 Leadership and Commitment
At Respellion, leadership is distributed. The roles of Lead Link (strategy/prioritization) and Facilitator (process oversight) ensure a focus on quality. Our core values: Trust, Courage, Self-discipline, Entrepreneurship form the basis for quality awareness.
5.2 Quality Policy
Our policy is focused on "Sustainable Digitization." We commit to: Meeting customer and legal requirements. Continuous improvement of our 'rebellious' approach. Security by design.
5.3 Roles, Responsibilities, and Authorities
In accordance with Holacracy, all roles, responsibilities, and authorities are transparently documented in Glassfrog. There are no hierarchical positions, only dynamic roles.
6. Planning
6.1 Risks and Opportunities
Risk management is an ongoing process for us, not an annual document. Trigger: A felt 'Tension' (gap between current and desired situation). Action holder: Any role within the relevant Circle. Action: Bring the Tension into a Tactical or Governance meeting. Output: Output of the meeting (projects or governance changes).
6.2 Quality Objectives
Objectives are defined per Circle in the form of OKRs or Circle Purposes. Measurement: Progress is discussed in the monthly Tactical Meetings.
7. Support
7.1 and 7.2 Resources and Competencies
People are our most important capital. A formal review of the development and contribution of role-fillers takes place twice a year. Huddle Elevator: Coaching and feedback sessions ensure knowledge levels.
7.3 Awareness
Quality awareness is ensured through Onboarding and weekly Huddle Check-ins.
7.4 Communication
Communication about the QMS is done during our monthly Tactical meeting. Also we focus a lot on our quality policy and our quality goals during Onboarding process and in our Employee Handbook.
7.5 Documented Information
We minimize static documents.
- Source codes: Git (version control is evidence).
- Processes: Glassfrog (Governance).
- Tasks: Task Board (Jira/Azure DevOps).
8. Execution (Operations)
8.1 Operational Planning and Control
We work according to the Agile methodology (Scrum/Kanban). Quality gate: The Definition of Done (DoD) serves as the primary quality control (ISO 9001:8.1). Each user story must meet the DoD (e.g., peer review, automated tests, security scan).
8.2 Requirements for Products and Services
Trigger: Customer request or Request for Proposal. Action holder: Role 'Contracting' or 'Product Owner'. Output: Signed proposal or approved Backlog items.
8.3 Design and Development
Software development follows the CI/CD pipeline. Review: Peer reviews (Pull Requests) are mandatory for every code change (ISO 9001:8.3.4). Validation: User Acceptance Testing (UAT) by the customer before release.
8.4 Control of Externally Provided Services
Suppliers (Cloud providers, SaaS tools) are selected based on security and sustainability criteria (ISO 14001 integration).
9. Performance Evaluation
9.1 Monitoring and Measurement
Customer satisfaction: Measured directly during Sprint Demos and through informal feedback loops. Process performance: Velocity and Lead Time in Agile boards.
9.2 Internal Audit
We continuously audit ourselves by testing the 'Governance' against reality. Formal audit: Annually, a designated role outside the circle conducts a check on compliance with its own process agreements in Glassfrog.
9.3 Management Review
In accordance with Holacracy, we replace the classic management review with a specific Strategic Review in the General Board Circle.
- Input: Overview of Tensions, customer feedback, financial status, incidents.
- Output: Strategic course changes and updates to the QMS.
10. Improvement
10.1 General and 10.2 Deviations
Mistakes are learning opportunities ("Most Rebellious Failures").
- Trigger: A bug, incident, or customer complaint.
- Action holder: The relevant Role within the Huddle.
- Action: Root cause analysis during the Retrospective (ISO 9001:10.2).
- Output: Improvement action on the Backlog or adjustment in the DoD.
10.3 Continuous Improvement
Our structure is self-cleaning. By continuously processing Tensions in Governance meetings, the system improves itself every month.