quality plans

8/8/2019 Quality Plans

1/34

Quality


2/34

Quality is the degree to which a set ofinherent characteristics fulfils requirements.


3/34

Traditional approaches to quality

y The inspection process does not itself add value.

y The production of substandard product is a waste of

resources.

yInspection department takes up expensive land andwarehousing space.

y Not compatible with just in time, where there is no time for

inspection.

y Working capital is tied up.


4/34

Quality management systems

Quality management system is the organizational structure for

responsibilities, activities, resources and events that together

provide procedures and methods of implementation to ensure the

capability of an organisation to meet quality requirements.


5/34

Quality assurance and quality control

Quality control is the part of quality management focused on

fulfilling quality requirements.

Quality assurance is the part of quality management focused on

providing confidence that quality requirements will be fulfilled.


6/34

Quality plans Project plansIn tandem with

project deliverables.

allocation of staff. timescales of the project.

the frame work within which the

work will be accomplished.

Given by the project manager

or project management team


7/34

Project manager must ensure that allproject staff are aware of the existence,

purpose and content of the Project Quality

plan.


8/34

Quality plan contentsy Introduction.

y Project overview.

y Glossary of terms.

y Product requirement.

y Project organisation.

yMonitoring and reporting procedures.

y Development life cycles.

y Quality assurance.

y .Testing

y Quality documentation.

y Procurement.

y Sub contractors.

y Non-conformance.

y Change management.

y Configuration management.

y Risk management.

y Delivery.

Passport to success


9/34

Quality plan contents

The introduction should include a definition of the purpose of a ProjectQuality Plan and how it fits into the planning and management of a project. It

should also indicate whether the plan is part of the contractual requirement

and, if so, how this has influenced the content and format of the plan.


10/34


This section contains a general description of the project including the client,

the objectives and the major deliverables of the project.


11/34


The glossary provides definitions of general terms with particular meanings

used in the plan and any terms specific to the project. This enables thereader to correctly interpret the contents of the Project Quality Plan.


12/34


This is a description of the work to be carried out with a list of times scales,

deliverables and project milestones with appropriate references to relevantspecifications. The description of the work may include areas such as

performance criteria, security requirements, legal constraints and client

standards.


13/34


This section details the organisation and management of the project,

specifying management roles (with named individuals) and theirresponsibilities. This might include:

contact points for technical information within the client organisation

required resources and their origin (departments, sub-contractors etc).


14/34


This section is a description of the procedures that will be in place forplanning, monitoring and controlling the project. This will cross-reference

project standards that define how the plans will be constructed and

presented, how progress will be monitored and slippage addressed and the

frequency and contents of project reports.


15/34


This section will describe the main project phases of systems development,with details of the :

start criteria for the phase standards, methods and procedures to be used

in the phase

test, inspection and review procedures for the phase phase completion

criteria.


16/34


Quality Assurance (QA) is concerned with reviewing the project work as itprogresses. It aims to discover errors as early in the project lifecycle as

possible. Reviews may be:

. self-checking

peer-to-peer review

subject to formal project review subject to formal external review.


17/34


The dynamic testing phases (unit testing, system testing, user acceptancetesting etc) will be defined in this section.


18/34


It is important that the results of quality assurance and testing are

documented so that quality management can be verified as rigorous and

avoid inadvertent repetition. A simple process may be used, where for each

quality check a form is completed showing:

. review date deliverable(s) reviewed or tested

reviewer(s) description of errors found

action point(s) for error correction

severity of error.


19/34


The project may require certain products (for example, hardware) to be

purchased, rather than developed. A process must be defined for effectiveprocurement. This process will include:

the purchasing policy

the system for supplier selection and evaluation

the goods inspection methods).


20/34


The project may require that certain parts of the systems development are

sub-contracted to a separate organisation. This section will describe:

details of sub-contracts

the system for sub-contractor selection and evaluation

how work will be distributed to sub-contractors

how sub-contract work is monitored and quality checked

acceptance procedures for work produced by the sub-contractor.


21/34


The project may have to purchase goods and services that do not conformto the quality requirements of the project. This section will describe how they

will be dealt with.


22/34


Describes the procedures to document and control changes to the scope of

the project. This will include the system for logging change requests, the

method of impact analysis and gaining and documenting the

authorization/approval to apply the change.


23/34


Risk management is concerned with identifying potential problems andeliminating or reducing the damage the realization of those risks would

cause. Risk assessment and management must be conducted at the start of

the project and also throughout the project lifecycle to ensure that risks are

understood and controlled.


24/34


This section specifies the arrangements for handling, delivering andinstalling the deliverables defined in the Product Requirement section of the

Project Quality Plan.


25/34


26/34


27/34

Capability Maturity Model Integration

(CMMI)

CMMI is a process improvement approach that provides organizations with

the means to deliver its projects, products and services to the required level of

quality.

CMMI defines five levels of capability maturity that an organisation may attain

in the efficiency and completeness of its working practices.


28/34


29/34

Six Sigma is a quality management system (developed by Motorola)

aimed at systematically improving processes as a metric for

measuring defects and improving quality.

Six sigma


30/34


31/34

The main Six Sigma methodology takes the form of specificimprovement projects that follow a standard five-phase pattern (DMAIC).

These are used to improve an existing business process.

(a) Define the process improvement goals that are consistent with

customer demands and enterprise strategy.

(b) Measure the current process and collect relevant data for future

comparison.(c) Analyze to verify relationship and causality of factors. Determine

what the relationship is, and attempt to ensure that all factors have

been considered.

(d) Improve or optimize the process based upon the analysis using

techniques like Design of Experiments.

(e) Control to ensure that any variances are corrected before theyresult in defects. Set up pilot runs to establish process capability,

transition to production and thereafter continuously measure the process

and institute control mechanisms.


32/34


33/34

Six Sigma requires effective organisation, including the following key

elements

(a) Steering committee nominate process areas for improvement.

(b) Each process area will constitute a separate project and will have its own SixSigma project team. The project team will be made up of staff

experienced in the process under review. For smaller scale projects, they

will be the staff actually operating the process.

(c) Project leaders run the project teams and hold varying grades of

qualification, these are:

Master Black Belt: First and foremost teachers, who alsoreview and mentor. They are especially skilled in the

statistical techniques involved and will contribute to several

projects simultaneously.

Black Belt: Leaders of teams responsible for measuring,

analyzing, improving and controlling key processes that

influence customer satisfaction and/or productivity growth.Black Belts are full-time positions.

Green Belt: Similar to Black Belt but not a full-time

position, they retain other responsibilities alongside Six

Sigma.


34/34

quality plans

Documents