presentation on project quality management
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8/10/2019 Presentation on Project Quality Management
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8/10/2019 Presentation on Project Quality Management
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Proprietary and confdential. 2006 Perot Systems. All rights reserved. All registered trademarks are the property o their respective owners.www.perotsystems.com
*eore we +egin,
Ground Rules
Please switch off your mobile.
We are NOT the experts and we shall L!RN TOGT"R.
Please treat P#$O% as $ible or Gita durin& this session. We shall NOT be able to answer !LL your 'uestions( we shall try to &et the answers
for you
Please do NOT compare P#$O% su&&ested processes with P) processes
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Pro#ect $%ality anagement
$%ality management incl%des creating and ollowing
policies and proced%res to ens%re that a pro#ect meetsthe defned needs that it was intended to meet.
This can also mean the same thing as completing theproject with no deviationsrom the pro#ect
re-%irements.
Pro#ect $%ality anagement
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efnition o $%ality
The degree to which the project fullls
requirements. !t means that the pro#ect m%stprod%ce what it said it wo%ld prod%ce.
The Philosophy is that -%ality is doing what yo% saidyo% were going to do andprevention overinspection.
Pro#ect $%ality anagement
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efnitions
Gold Plating:reers to giving the c%stomer e/tras e.g.e/tra %nctionality' higher -%ality components' e/trascope' or +etter perormance1.
This practice is not recommended' as gold plating adds
no val%e to the pro#ect.
Grade: $%ality and rade are not the same thing. rade isa category assigned to prod%cts or services that havesame %nctional %se +%t di3erent technical
characteristics.
4ow -%ality is always a pro+lem' low grade may not +e.
Pro#ect $%ality anagement
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Proprietary and confdential. 2006 Perot Systems. All rights reserved. All registered trademarks are the property o their respective owners.www.perotsystems.com
Project Quality anagement Recogni!esthe importance of the following:
5%stomer Satisaction
Prevention over !nspection
anagement esponsi+ility
5ontin%o%s !mprovement
Pro#ect $%ality anagement
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8/10/2019 Presentation on Project Quality Management
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Pro#ect $%ality anagement 78verview
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8/10/2019 Presentation on Project Quality Management
8/45Proprietary and confdential. 2006 Perot Systems. All rights reserved. All registered trademarks are the property o their respective owners.www.perotsystems.com
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8/10/2019 Presentation on Project Quality Management
9/45Proprietary and confdential. 2006 Perot Systems. All rights reserved. All registered trademarks are the property o their respective owners.www.perotsystems.com
Pro#ect $%ality anagement 78verview
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8/10/2019 Presentation on Project Quality Management
10/45Proprietary and confdential. 2006 Perot Systems. All rights reserved. All registered trademarks are the property o their respective owners.www.perotsystems.com
People. Processes. Technology. Results.
Quality Planning
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$%ality Planning
9 $%ality Planning involves which -%alitystandards are relevant to the pro#ect anddetermine how to satisy them.
9 !t is one o the key processes in thePlanning Process ro%p and d%ringdevelopment o the Pro#ect anagementPlan.
9$%ality Planning sho%ld +e perormed inparallel with other pro#ect planningprocesses.
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$%ality Planning
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$%ality Planning7 !np%ts
9 "nterprise "nvironmental #actors" overnmental agency reg%lations' r%les' standards' andg%idelines specifc to the application area may a3ect thepro#ect.
9 $rgani!ational Process %ssets
" 8rgani:ational -%ality policies
" Proced%res and g%idelines
" (istorical data+ases
" 4essons7learned knowledge +ase
9 Project &cope &tatementkey inp%t1 contains
" Pro#ect elivera+les
" Pro#ect o+#ectives that are %sed to defne re-%irements1
" Acceptance criteria
" Thresholds " cost' time or reso%rces
9 Project anagement Plan
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$%ality Planning 7 Tools ;Techni-%es
9'ost()enet %nalysis5onsider 5ost7*eneft tradeo3s." Primary *enefts to consider " less rework' higher prod%ctivity'
lower costs' increased c%stomer satisaction." Primary 5osts to consider " e/pense associated with Pro#ect $%ality
anagement Activities.
9 )enchmar*ing
5omparing with other pro#ects to" enerate ideas o improvement" Provides +asis to meas%re perormance
9 +esign of ",periments" Statistical method e.g.' try vario%s com+inations o s%spension and
tires to determine which com+ination provides most desira+le ride1" (elps in optimi:ation o prod%ct and processes
9 'ost of Quality is the cost inc%rred in" eect prevention" A%dits" ework
9 %dditional Quality Planning Tools" 4ike +rainstorming'
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$%ality Planning 7 8%tp%ts
9 Quality anagement Plan is a s%+sidiary plan o the pro#ectmanagement plan.
" =ormal or inormal. (ighly detailed or +roadly ramed
" escri+es how the pro#ect management team will implementthe perorming organi:ation>s -%ality processes.
" %st address
$%ality control " $5$%ality Ass%rance " $A
5ontin%o%s process improvement
9 Quality metrics incl%des
" eect density
" =ail%re rate" Availa+ility
" elia+ility
" Test coverage
9 Quality 'hec*lists
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$%ality Planning 7 8%tp%ts
9 Process -mprovement Plan
" !s a s%+sidiary o the pro#ect management plan.
" =acilitates identifcation o waste and non7val%e added activitiesth%s increasing c%stomer val%e.
9 Quality )aseline
" ecords the -%ality o+#ectives o the pro#ect.
" !s the +asis or meas%ring and reporting -%ality perormance aspart o the perormance meas%rement +aseline.
9 Project anagement Plan %pdates1
" S%+sidiary -%ality management plan
" Process improvement plan
" e-%ested changes to pro#ect management plan
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Project Quality %ssuranceProject Quality %ssurance
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efnition
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8/10/2019 Presentation on Project Quality Management
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Pro#ect $%ality Ass%rance
Project Quality Assurance :An Umbrella for Continuous Process Improvement.
Pro*ides intensi*e means to impro*e the +uality of all the Processes.
Reduces waste and non *alue added acti*ities allowin& the processes tooperate at increased le*el of efficiency
,n*ol*es identification and re*iew of or&ani-ational business processes
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!np%ts to Pro#ect $%ality Ass%rance
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!np%ts to Pro#ect $%ality Ass%rance
Quality Management Plan
The 'uality mana&ement plan describes how +! will be performedwithin the proect.
Quality Metrics
! metric is an operational definition that describes( in *ery specificterms( what somethin& is and how the 'uality control processmeasures it.+uality metrics are used in the +! and +/ processes. )omeexamples of 'uality metrics include defect density( re*ieweffecti*eness( producti*ity and test co*era&e etc.
Process Improvement Plan
The process impro*ement plan is a subsidiary of the proectmana&ement plan. The process impro*ement plan details the stepsfor analy-in& processes that will facilitate the identification of wasteand non0*alue added acti*ity.
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!np%ts to Pro#ect $%ality Ass%rance
Work Performance Information
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!np%ts to Pro#ect $%ality Ass%rance
Approve C!ange "e#uests!ppro*ed chan&e re'uests can include modifications to wor1methods( product re'uirements( 'uality re'uirements( scope andschedule. !ppro*ed chan&es need to be analy-ed for any effectsupon the 'uality mana&ement plan( 'uality metrics or 'uality chec1
lists. !ll chan&es should be formally documented in writin& and any*erbally discussed( but undocumented( chan&es should not beprocessed or implemented.
Quality Control Measurements
+uality control measurements are the results of 'uality controlacti*ities that are fed bac1 to the +! process for use in re0e*aluatin& and analy-in& the 'uality standards and process of theperformin& or&ani-ation.
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!np%ts to Pro#ect $%ality Ass%rance
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Tool ; Techni-%es or Pro#ect $%alityAss%rance
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Tool ; Techni-%es or Pro#ect $%alityAss%rance
Quality Planning $ools an $ec!ni#ues
+uality plannin& tools are often used to help better define thesituation and help plan effecti*e 'uality mana&ement acti*ities.These includes cost0benefit analysis( benchmar1in&( cost of 'uality(brainstormin&( flowcharts etc.
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Tool ; Techni-%es or Pro#ect $%alityAss%rance
%bjective of Quality Auit
,dentify inefficient and ineffecti*e policies( processes and proceduresused within a proect
Reduce /ost of +uality
,ncreased /ustomer !cceptance 2 )atisfaction
/onfirm the implementation of appro*ed chan&e re'uest( correctactions( defect repairs and pre*enti*e actions.
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Tool ; Techni-%es or Pro#ect $%alityAss%rance
Process Analysis
Process analysis follows the steps outlined in the processimpro*ement plan to identify needed impro*ements from anor&ani-ational and technical standpoint.
Quality Control $ools an $ec!ni#uesThere are se*en basic tools for 'uality control3&. Cause an effect iagrams'also called ,shi1awa dia&ram or
fishbone dia&rams( illustrate how *arious factors mi&ht belin1ed to potential problems or effect.
(. Control C!arts' ! control chart4s purpose is to determinewhether or not a process is stable or has predictableperformance.
). *lo+c!arting' 5lowchartin& helps to analy-e how problemsoccur.
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Tool ; Techni-%es or Pro#ect $%alityAss%rance
,. -istogram is bar chart showin& a distribution of the *ariables.
. Pareto C!artis a specific type of histo&ram( ordered byfre'uency of occurrence( which shows how many defects were&enerated by type or cate&ory of identified cause.
/. "un C!art shows the history and pattern of *ariations.
0. 1catter 2iagram shows the pattern of relationship between two*ariables.
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8%tp%ts to Pro#ect $%ality Ass%rance
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8%tp%ts to Pro#ect $%alityAss%rance
"e#ueste C!anges
,f the recommended correcti*e or pre*enti*e action re'uire a chan&eto the proect( a chan&e re'uest should be initiated in accordance withthe defined inte&rated chan&e control process.
"ecommenation of Corrective Actions
/orrecti*e action in*ol*es actions ta1en as a result of a +/measurement that indicates that the manufacturin& or de*elopment
process exceeds established parameters
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8%tp%ts to Pro#ect $%alityAss%rance
%rgani3ational Process Assets 4Upates5
Complete c!ecklists:When chec1 lists are used( the completedchec1list should become part of the proect4s records.
6essons learne ocumentations: The cause of *ariances( thereasonin& behind the correcti*e action chosen( and other types of
lesson learned from 'uality control should be documented so that theybecome part of historical database for both this proect and performin&or&ani-ation.
Project management Plan 4Upates5
The proect mana&ement plan is updated to reflect chan&es to the'uality mana&ement plan that results from chan&es in performin& the+/ process. Re'uested chan&es 6addition( modification or deletions7to the proect mana&ement plan or to its subsidiary plans areprocessed by re*iew and disposition throu&h the inte&rated chan&e
control process.
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People. Processes. Technology. Results.
Quality 'ontrol
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$%ality 5ontrol
8+#ectives
9 onitoring specifc pro#ect res%lts to
determine compliance with relevant -%alitystandards
9 !dentiying the ways to eliminate the ca%seso %nsatisactory res%lts
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$%ality 5ontrol
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$%ality 5ontrol 7 !np%ts
9 Quality anagement Plan
" isc%ssed %nder $%ality Planning o%tp%t
9 $rgani!ational Process %ssets
" =ormal and !normal planning related
?Policies
?Proced%res
?%idelines
" 4essons7learned knowledge +ase
9 Quality etrics
" isc%ssed %nder $%ality Planning 8%tp%t
9 Quality 'hec*lists" isc%ssed %nder $%ality Planning 8%tp%t
9 or* Performance -nformation
" !normation on the stat%s o the pro#ect activities isro%tinely collected as part o the pro#ect managementplan e/ec%tion disc%ssed earlier in $A !np%ts1.
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$%ality 5ontrol 7 !np%ts
9 %pproved 'hange Requests
" Approved change re-%ests can incl%de modifcations toscope' re-%irement' sched%le.
" Approved changes need to +e analy:ed or any e3ect%pon -%ality management plan' metrics.
9 +elivera/les" @ni-%e and verifa+le prod%ct' res%lt or capa+ility to
perorm a service.
" !dentifed in a pro#ect management planningdoc%mentation and m%st +e prod%ced and provided tocomplete the pro#ect.
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$%ality 5ontrol 7 Tools ;Techni-%es
9 'ause and "0ect +iagram
" 5a%se and 3ect diagrams' also called as !shikawadiagrams or =ish+one diagrams.
" !ll%strate the relation o varia+les to the -%ality pro+lem ordeect.
9 'ontrol 'harts
" (elps in determining whether or not a process is sta+le orhas a predicta+le perormance.
" 5ontrol chart also ill%strates how a process +ehaves overtime.
9 #lowcharting
" =lowcharting is a graphical representation o a process." (elps to analy:e how pro+lems occ%r.
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$%ality 5ontrol 7 Tools ;Techni-%es
9 Pareto 'hart" A Pareto chart is a +ar chart' ordered +y re-%ency o
occ%rrence' which shows how many deects weregenerated +y type or category o identifed ca%se.
" *ased on Pareto>s law commonly known as B0C20 r%le1 DB0 percent o the pro+lems come rom 20 percent o the
iss%es.
9 &catter +iagram
" This tool allows the team to st%dy and identiy thepossi+le relationship +etween changes o+served in two
varia+les.
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$%ality 5ontrol 7 Tools ;Techni-%es
9 +efect Repair Review" Action taken to ens%re that the prod%ct deects are
repaired and +ro%ght into compliance with there-%irements.
9 &tatistical &ling
" Process o choosing a percentage o res%lts at randomor inspection.
" Appropriate sampling can red%ce the cost o -%alitycontrol.
9 -nspection
" /amination o a work prod%ct to determine whether it
conorms to standards." eviews' peer reviews' a%dits and walkthro%ghs.
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$%ality 5ontrol 7 Tools ;Techni-%es
9 Trend %nalysis using Run 'hart" A r%n chart shows the history and pattern o variation.
" %n chart shows trends in a process over time declinesor improvements in a process over time.
" Trend analysis is perormed %sing r%n chart to monitorD
?Technical perormance
?5ost and sched%le perormance
9 1istogram
" (istogram is a +ar chart showing the distri+%tion ovaria+les.
" (elps to identiy the ca%se o pro+lems in process +y
shape and width o distri+%tion.
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$%ality 5ontrol 7 8%tp%ts
9 Quality 'ontrol easurement
" epresents the res%lts o $5 activities that are ed +ack to $Ato reeval%ate and analy:e the -%ality standards and processes.
9 2alidated +efect Repair
" The repaired deects are re7inspected and will +e eitheraccepted or re#ected.
" e#ected items may re-%ire %rther deect repair.
9 Quality )aseline 34pdates5
" $%ality o+#ective o the pro#ect.
" $%ality +aseline is the +asis or meas%ring the -%alityperormance.
9 Recommended corrective actions" ecommended corrective actions to +ring e/pected %t%re
pro#ect perormance.
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$%ality 5ontrol 7 8%tp%ts
9 Recommended prevented actions
" ecommended preventive actions that red%ce the pro+a+ility onegative conse-%ences.
9 Requested changes
" 5hanges re-%ired +y recommended correctiveCpreventiveactions to the pro#ect.
9 Recommended defect repair
" eects are identifed and recommended or repair.
" A deect log can +e %sed to collect the set o recommendedrepairs.
9 $rgani!ation process assets 34pdates5
" 5ompleted checklists" 4essons learned doc%mentation
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$%ality 5ontrol 7 8%tp%ts
9 2alidated +elivera/les
" The res%lts o the e/ec%tion o -%ality control processes arevalidated delivera+les.
9 Project anagement Plan 34pdates5
" @pdated Pro#ect management plan to re
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People. Processes. Technology. Results.
Thank yo%
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