Chapter 7 Quality Management

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Chapter 7 Quality Management . Achieving technical performance and customer satisfaction. Chapter overview. Planning for quality management Performing quality assurance Quality assurance tools Quality control processes Benefits of quality control Enabling continuous improvement . - PowerPoint PPT Presentation

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<p>Project Management</p> <p>Chapter 7</p> <p>Quality Management Achieving technical performance and customer satisfactionHartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingInstructor Information</p> <p>The intent behind these slides is not to perpetuate death by PowerPoint in reproducing the content and graphics from the text. I think its pointless having exactly the same information in two places. Rather, they have been designed to both support and challenge your learners by summarising key information and providing a platform to trigger an exploration of the topic, robust discussion, critical analysis and private study. </p> <p>The information covered aligns with PMBOK (2012) and is applicable for all projects, all contexts and all sectors (public, private and not-for-profit). While each of the units is presented as a separate set of slides, they should not be treated as mutually exclusive and cannot be covered in a siloed delivery. Each constantly integrates with the others throughout all of the lifecycle stages.</p> <p>Consider the option of holistic assessment and direct the learners attention to the elements and performance criteria, the required skill and knowledge they must demonstrate along with the nominated critical aspects for assessment and evidence.</p> <p>I encourage you to expand on these slides, add material and inject your expertise. </p> <p>Enjoy your delivery.</p> <p>Stephen Hartleystephen@creativecorporatesolutions.com.au 0412 47 3322</p> <p>1Chapter overviewPlanning for quality management Performing quality assurance Quality assurance tools Quality control processesBenefits of quality controlEnabling continuous improvement 2 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingDefining quality Quality management has a strategic and central presence within and across the project organisation, as it is:defined externally (or internally) from the clients perspectivelinked with the triple bottom line: - social - environmental - economicassociated with a demonstrated, organisation-wide commitment. </p> <p>Quality may be any of the following:performance (essential operating attribute)features (secondary operating attribute)reliability (frequency of failure)conformance (matching required specification)durability (ensuing product or service lifeserviceability (speed, courtesy and competence of repair)aesthetics (outward appearance, finish and fit)perception (acuity, feelings or reputation)3 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingPlanning for quality management Ideally, the quality management plan will formally collate the right approach to be followed by the project organisation in meeting the projects objectives. </p> <p>Capturing the relevant quality requirements, standards and other measureable expectations, the plan will document how compliance will be demonstrated and validated throughout the project lifecycle.4 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingPerforming quality assurance Much like a declaration or guarantee that the overall project performance and result is evaluated on a regular basis against relevant quality standards, assurance may involve: adoption of an internationally certifiable process reflecting best practicea spirit of experimentation and a creative climateinternal systems, procedures and practices to build quality into the start of the projectprocesses to eliminate waste, variation and excessavenues for open, honest and constructive feedbackopportunities for continuous improvementtransparent relationships between internal and external clients and suppliers 5 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingQuality assurance tools Control chartsFlowchartsPareto chartsHistogramsScatter diagramsNetwork diagramsAffinity diagramsChecklistsStatistical sampling </p> <p>6 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingQuality control processesQuality control monitors specific task and project results to identify, measure and eliminate the causes of unsatisfactory performance, while also ensuring that quality compliance is always demonstrated and achieved. Remember, control implies measurement. Quality control is used through the implementation and finalisation stages of the project to formally demonstrate, with reliable datathat acceptance criteria have been met. 7 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingBenefits of quality control Below are some of the more common examples of what quality control can deliver: elimination of reworkcompletion of work-in-progressconfirmation of acceptancedocumented quality improvementcompleted checklistsprocess adjustments 8 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingEnabling continuous improvement The typical tools of continuous improvement commonly include: regular performance reportingmeetings and debriefsdecision gates and approval processeswalkthroughs and peer reviewsscenario analysisevaluation reportssuggestion boxesuser feedback9 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingReview questionsDefine the term quality and its relevance to project management.What intrinsic value does quality planning have on your project? What role does quality assurance play in dealing with the associated quality costs?What systematic tools and techniques are applicable in reporting direct and indirect quality costs?How is quality control different to quality assurance? 10 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingGroup learning activities Discuss how quality can mean different things to different peopleDebate whether quality assurance can in fact be guaranteed (as a practice) throughout the projectCompare and contrast some of the assurance and control tools in delivering project qualityIdentify additional costs of quality and how these can be negated, if not avoided altogetherIdentify what continuous improvement opportunity exists in learners current projects</p> <p>11 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde PublishingAssessment optionsDevelop a quality management plan reflecting organisational commitment to quality throughout the projectCritique a range of quality assurance (control) tools assessing their application and effectiveness in assuring and controlling project quality Create a continuous improvement register/log top capture continuous improvement ideas and initiativesShort answer questionsMultiple choice questions12 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing</p>