project quality management

Chapter 6: Project Quality Management

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Overview

Ini%a%ng process group

Planning process group

Execu%ng process group

Monitoring & controlling process group

Closing process group

Project quality management

•  Plan Quality Management

•  Perform Quality Assurance

•  Control Quality


CraLspeople à Mass-‐producNon & InspecNon à StaNsNcal QC à QA à Strategic Quality Management ( Q. Plan, Q. Assurance, Q. Control )

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Overview

Project Management Fundamentals

Concepts

•  Quality and grade are not the same concepts. – Quality as a delivered performance or result is “the degree to which a set of inherent characterisNcs fulfill requirements” (ISO 9000).

– Grade as a design intent is a category assigned to deliverables having the same funcNonal use but different technical characterisNcs.

Grade relates to Features of the product, while Quality relates to Requirements of the product. A high grade product may be of low quality, and a high quality product may be of low grade.

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Concepts

•  Precision vs. Accuracy – Accuracy is an assessment of correctness. –  Precision is a measure of exactness. Accuracy refers to how far you are from the true value; Precision refers to how close you get to the same value if you repeated the exercise several Nmes.


Concepts The basic approach to project quality management is intended to be compaNble with InternaNonal OrganizaNon for StandardizaNon (ISO) quality standards. Modern quality management approaches seek to minimize variaNon and to deliver results that meet defined requirements. These approaches recognize the importance of: 1.  Customer saNsfacNon:

o  is defined as “conformance to requirements” (P. Crosby) and “fitness for use” (J.M. Juran).

2.  PrevenNon over inspecNon. o  Quality should be planned, designed, and built into—not inspected into the

project’s management or the project’s deliverables. o  The cost of preven9ng mistakes is generally much less than the cost of

correc9ng mistakes when they are found by inspec9on or during usage. 3.  Management Responsibility.

o  Success requires the parNcipaNon of all members of the project team. o  Management takes responsibility to provide suitable resources at adequate

capaciNes.


Concepts 4.  ConNnuous improvement (Kaizen):

o  The PDCA (plan-‐do-‐check-‐act) cycle is the basis for quality improvement as defined by Shewhart and modified by Deming.

o  Quality improvement iniNaNves such as Total Quality Management (TQM), Six Sigma, and Lean Six Sigma could improve the quality of the project’s management as well as the quality of the project’s product.

o  Commonly used process improvement models include Malcolm Baldrige, OrganizaNonal Project Management Maturity Model (OPM3®), and Capability Maturity Model Integrated (CMMI®). (detailed at next slides)


ConNnuous improvement examples

Project Management Fundamentals 8

•  OPM3

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•  Malcolm Baldrige

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•  CMMI

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•  Sigma: Sigma is another name of standard deviaNon. 3 or 6 sigma represents the level of quality that a company has decided to try to achieve. §  1 sigma: 68,26% §  2 sigma: 95,46% §  3 sigma: 99,73%: less than 2,7 out of 10 thousands have problem. §  6 sigma: 99,99985%: less than 1.5 out of 1 million products have problem.

Continuous improvement examples

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Concepts


A Guide to the Project Management Body of Knowledge, FiTh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 8-‐5 Page 235.

.. should be less then..

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5.  Cost of Quality

Plan quality management

•  The process of idenNfying quality requirements and/or standards for the project and its deliverables, and documenNng how the project will demonstrate compliance with relevant quality requirements. The key benefit of this process is that it provides guidance and direcNon on how quality will be managed and validated throughout the project.



Inputs(1/2) 1.   Project Management Plan

•  includes scope baseline, schedule baseline, cost baseline, and other management plans

2.   Stakeholder Register •  aids in idenNfying those stakeholders possessing a parNcular interest in, or having an impact on, quality.

3.   Risk Register •  contains informaNon on threats and opportuniNes that may impact quality requirements.

4.   Requirements Documenta%on •  captures the requirements that the project shall meet pertaining to stakeholder expectaNons.


Inputs(2/2) 5.   Enterprise Environmental Factors

•  include: governmental agency regulaNons; rules, standards, and guidelines specific to the applicaNon area; working or operaNng condiNons of the project or its deliverables that may affect project quality; and cultural percepNons that may influence expectaNons about quality.

6.   Organiza%onal Process Assets •  include: organizaNonal quality policies, procedures, and guidelines; the performing organizaNon’s quality policy, as endorsed by senior management, sets the organizaNon’s intended direcNon on implemenNng its quality management approach; historical databases; and lessons learned from previous phases or projects.


Tools and techniques(1/2)

1.   Cost-‐Benefit Analysis •  The primary benefits of meeNng quality requirements include less rework, higher producNvity, lower costs, increased stakeholder saNsfacNon, and increased profitability. A cost-‐benefit analysis for each quality acNvity compares the cost of the quality step to the expected benefit.

2.   Cost of Quality (COQ) (details at previous slides) 3.   Seven Basic Quality Tools (details at next slides) 4.   Benchmarking

•  involves comparing actual or planned project pracNces to those of comparable projects to idenNfy best pracNces, generate ideas for improvement, and provide a basis for measuring performance.



5.   Design of Experiments •  Design of experiments (DOE) is a staNsNcal method for idenNfying

which factors may influence specific variables of a product or process under development or in producNon. DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality

6.   Sta%s%cal Sampling •  involves choosing part of a populaNon of interest for inspecNon (for

example, selecNng ten engineering drawings at random from a list of seventy-‐five). Sample frequency and sizes should be determined during the Plan Quality Management process so the cost of quality will include the number of tests, expected scrap, etc.

7.   Addi%onal Quality Planning Tools 8.   Mee%ngs


7 basic quality tools

•  "As much as 95% of quality related problems in the factory can be solved with seven fundamental quantitative tools." - Kaoru Ishikawa



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Cause & Effect tool can be used to perform 5 Why ? Why did the equipment fail? Because the circuit board burned out. Why did the circuit board burn out? Because it overheated. Why did it overheat? Because it wasn’t gepng enough air. Why was it not ge^ng enough air? Because the filter wasn’t changed. Why was the filter not changed? Because there was no prevenNve maintenance schedule to do so


•  Cause & Effect Diagram (fishbone diagram, Ishikawa diagram) -‐> find root cause of defect


A Guide to the Project Management Body of Knowledge, FiTh Edi9on (PMBOK® Guide) ©2013 Project Management Ins9tute, Inc. All Rights Reserved. Figure 8-‐6 Page 237. Copyright@STEVBROS Project Management Fundamentals 20

•  Flow Chart: show how process or system flows from the beginning to end & how the elements interrelate. E.g. The SIPOC Model as follow:


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•  Histogram: data is displayed in the form of bars or columns, The higher bar, the more frequent the problem.



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•  Pareto Diagrams: is a type of histogram, but it arranges results from most frequent to least frequent.


Ø  80% of problems are due to 20% of the root cause

Ø  PrioriNze potenNal “cause” of the problems



•  Check-‐sheets, which are also known as Tally sheets and may be used as a checklist when gathering data.


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•  Sca\er diagrams: show how two different types of data relate to each other



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•  Control charts –  Graphically help you to determine of a process is within

acceptable limits. –  Upper & Lower control limits (base on org’ standard)

–  In control: data points within this range. –  Out of control: data points outside this range.

–  SpecificaNon Limits (base on customer’s expectaNon, assume that spec limit are outside the upper & lower control limits)

–  Rule of Seven: seven consecuNve data points in a row on one side of the mean -‐> out of control

–  Assignable Cause: data point or rule of seven require invesNgaNon to determine the cause of the variaNon.


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•  Control charts


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•  Control charts


Outputs 1.   Quality Management Plan

•  describes how the organizaNon’s quality policies will be implemented and how the project management team plans to meet the quality requirements set for the project.

2.   Process Improvement Plan •  details the steps for analyzing project management and product

development processes to idenNfy acNviNes that enhance their value. Areas to consider include: Process boundaries, Process configuraNon, Process metrics, Targets for improved performance.

3.   Quality Metrics •  some examples of quality metrics include on-‐Nme performance, cost

control, defect frequency, failure rate, availability, reliability, and test coverage.

4.   Quality Checklists •  quality checklists should incorporate the acceptance criteria included in

the scope baseline. 5.   Project Documents Updates Copyright@STEVBROS Project Management Fundamentals 28

Perform quality assurance

•  The process of audiNng the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operaNonal definiNons are used. The key benefit of this process is that it facilitates the improvement of quality processes.



Inputs 1.   Quality Management Plan

•  describes the quality assurance and conNnuous process improvement approaches for the project.

2.   Process Improvement Plan •  the project’s quality assurance acNviNes should be supporNve of and

consistent with the performing organizaNon’s process improvement plans. 3.   Quality Metrics

•  provide the atributes that should be measured and the allowable variaNons.

4.   Quality Control Measurements •  are the results of control quality acNviNes. They are used to analyze and

evaluate the quality of the processes of the project against the standards of the performing organizaNon or the requirements specified.

5.   Project Documents •  project documents may influence quality assurance work and should be

monitored within the context of a system for configuraNon management.



1.   Quality Management and Control Tools




2.   Quality Audits •  The objecNves of a quality audit may include:

ü  IdenNfy all good and best pracNces being implemented; ü  IdenNfy all nonconformity, gaps, and shortcomings; ü  Share good pracNces introduced or implemented in similar projects in the

organizaNon and/or industry; ü  ProacNvely offer assistance in a posiNve manner to improve implementaNon of

processes to help the team raise producNvity; and ü  Highlight contribuNons of each audit in the lessons learned repository of the

organizaNon 3.   Process Analysis

•  Process analysis follows the steps outlined in the process improvement plan to idenNfy needed improvements. This analysis also examines problems experienced, constraints experienced, and non-‐value-‐added acNviNes idenNfied during process operaNon. Process analysis includes root cause analysis—a specific technique used to idenNfy a problem, discover the underlying causes that lead to it, and develop prevenNve acNons.


Outputs 1.   Change Requests 2.   Project Management Plan Updates

•  Elements of the project management plan that may be updated include: quality management plan, scope management plan, schedule management plan, and cost management plan.

3.   Project Documents Updates •  Project documents that may be updated include: quality audit reports, training plans, and process documentaNon.

4.   Organiza%onal Process Assets Updates


Control quality •  The process of monitoring and recording results of execuNng the quality acNviNes

to assess performance and recommend necessary changes. The key benefits of this process include: (1) idenNfying the causes of poor process or product quality and recommending and/or taking acNon to eliminate them; and (2) validaNng that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.



Inputs 1.   Project Management Plan

•  describes how quality control will be performed within the project. 2.   Quality Metrics

•  describes a project or product atribute and how it will be measured. 3.   Quality Checklists

•  are structured lists that help to verify that the work of the project and its deliverables fulfill a set of requirements.

4.   Work Performance Data •  include: planned vs. actual technical performance; planned vs. actual schedule

performance; and planned vs. actual cost performance. 5.   Approved Change Requests

•  approved change requests may include modificaNons such as defect repairs, revised work methods, and revised schedule.

6.   Deliverables 7.   Project Documents 8.   Organiza%onal Process Assets


Tools and techniques

1.   Seven Basic Quality Tools 2.   Sta%s%cal Sampling 3.   Inspec%on

•  An inspecNon is the examinaNon of a work product to determine if it conforms to documented standards. For example, the results of a single acNvity can be inspected, or the final product of the project can be inspected.

•  InspecNons may be called reviews, peer reviews, audits, or walkthroughs. In some applicaNon areas, these terms have narrow and specific meanings. InspecNons also are used to validate defect repairs

4.   Approved Change Requests Review •  All approved change requests should be reviewed to verify that they were implemented as approved.


Outputs(1/2) 1.   Quality Control Measurements

•  are the documented results of control quality acNviNes

2.   Validated Changes •  Any changed or repaired items are inspected and will be either accepted or rejected before noNficaNon of the decision is provided. Rejected items may require rework.

3.   Verified Deliverables •  A goal of this process is to determine the correctness of deliverables. The results of performing this process are verified deliverables


Outputs(2/2) 4.   Work Performance Informa%on

•  is the performance data collected from various controlling processes, analyzed in context and integrated based on relaNonships across areas. Examples include informaNon about the project requirements fulfillment such as causes for rejecNons, rework required, or the need for process adjustments

5.   Change Requests (CR) 6.   Project Management Plan Updates 7.   Project Documents Updates 8.   Organiza%onal Process Assets Updates

•  Include completed checkl ists and lessons learned documentaNon


Deliverables, CRs, and Control Quality process

Deliverables Verified

deliverables Accepted

deliverables


Close Project

CR Approved CR

Validated CR

Validate Scope

Control Quality

Direct and Manage Project ExecuNon

Monitor and Control Project Work

Control Quality

Perform Integrated Change Control

Summary •  Grade vs. quality •  Precision vs. Accuracy •  Customer saNsfacNon •  PrevenNon over inspecNon •  ConNnuous improvement •  Management responsibility •  Cost of quality •  Gold plaNng •  Marginal analysis •  JIT •  TQM •  7 basic quality tools


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