csu project management certificate program project … · project quality management instructor:...

1

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2

Agenda

�Introduction / About the Class

�Where Quality Processes fit in?

�Project Quality Management

�Gurus of Quality Management

�Summary

Project Quality Management

Project Quality Management

3

Quality Management Introduction

Quality Management Introduction

In this section (2 WEEKS) we will cover:

�Quality Definition, Concepts and Philosophies

�Requirements

�Quality Management Processes

�Quality Planning

�Perform Quality Assurance

�Perform Quality Control

4

Where Quality Management Processes fit

Where Quality Management Processes fit

12

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2.4

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1.2

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1.3

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1.2

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1.3

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8.2

8.2

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8.1

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, 6.2

, 6.3

, 6.1

, 6.2

, 6.3

, 6.1

, 6.2

, 6.3

, 6.1

, 6.2

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6.4

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6.4

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6.4

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5.4

, 5.5

5.4

, 5.5

5.4

, 5.5

5.4

, 5.5

5.1

, 5.2

, 5.3

5.1

, 5.2

, 5.3

5.1

, 5.2

, 5.3

5.1

, 5.2

, 5.3

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21)

Pla

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21)

Init

iati

ng

Know

ledge A

rea

PMI Process Groups (PMBOK p.70)

5

Project Management Knowledge Areas

Project Management Knowledge Areas

Project

Integration

Mgmt

COMMUNICATIONS

SCOPE

PR

OJE

CT

SU

CC

ES

SSTAKEHOLDER SATISFACTION

QUALITY

COST

TIME

Procurement

HR

RISK

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6

Syllabus

Syllabus ––Section 5 (two weeks)

Section 5 (two weeks)

•Turn in final assessment -results

will be provided within 2 weeks after

completion.

•Cost of Quality (the gurus)

•Perform Quality Control Process

•Project Quality Management Summary

2

•Read PMBOK Chapter 8, Quality

Mgmt.

•Read pages 152-167, 382-385,

458-467, and Exercise 9.2:

Performing Quality Assurance

p.780-782 in PMP Study guide by:

Kim Heldman, Claudia Baca, Patti

Jansen. PMP

•Introductions, course objectives

•Where Quality mgmt. processes fit into the

process groups (PMBOK p.70)

•Quality Management Introduction

•Quality Management Processes (PMBOK p.179-

183)

•Quality Planning and Perform Quality Assurance

•Team exercises

•Instructor hands out assessment (open book test,

return last night of class)

1

Week

Descri

pti

on

Hom

ew

ork

7

Tonight (week 1) we will cover:

Tonight (week 1) we will cover:

�Quality Definition

�Quality Overview

�Product Requirements

8

What is Quality?

What is Quality?

�Webster defines quality as:

•Degree of excellence (plus several other definitions)

�Joseph Juran: Fitness for use

�Philip Crosby: Conformance to requirements

�PMI (PMBOK p.180):

•“the degree to which the project fulfills requirements.”

•Old definition: “The totality of characteristics of an entity that

bears on its ability to satisfy stated or implied needs.”

(Aren’t we glad this one is gone!)

9

Project Quality Management is:

Project Quality Management is:

“The processes required to ensure that

the project will satisfy the need for

which it was undertaken.”

Real world meaning:

The project does what it was designed

to do and meets approved

requirements.

10

Quality Management Processes

Quality Management Processes

Think Quality is a “3 P.A.C.”

1. Quality Planning

2. Perform Quality Assurance

3. Perform Quality Control

11

PMBOK Guide Process Groups

PMBOK Guide Process Groups

Executing

Initiating

Planning

Closing

Controlling

Perform Quality Assurance

–

evaluating overall project

perform

ance on a regular basis to

provide confidence that the project

will satisfy the relevant quality

standards.

Quality Planning-

identifying which quality

standards are relevant to

the project and determining

how to satisfy them

.

Perform Quality Control-monitoring specific

project results to determine if they comply with

relevant standards and identifying ways to eliminate

causes of unsatisfactory perform

ances.

12

What is a requirement?

What is a requirement?

To measure quality we first have to have

measurements / requirements to measure

against:

�A requirement is something the product must door a

quality the product must have.

�Each requirement should specify one distinct function.

�Requirements can be categorized into functionaland

non-functional requirements.

13

Functional requirements

Functional requirements

Functional requirements are characteristics that the product must

have if it is to provide useful functionality for it’s user. It is what the

product will do. Functional requirements are typically stated in

general, not specific terms.

Examples:

�The system will produce an updated report daily.

�The conference will educate supplier on our product development

process.

�New product will deliver data 2 times faster than existing product.

�The vacation will be at the sea shore.

�The new dog house will completely enclose our St. Bernard.

14

Non Functional requirements

Non Functional requirements

Non Functionalor Technical requirementsare properties or

features that the product must have. They describe what the product

needs to do so that it will meet the functional requirements.

Some types of technical requirements are:

�Usabilityrequirements: based on the intended users. Example:

•A newly trained Call Center Service Representative will be able

use the system, with no errors.

�Performancerequirements: how fast, big, accurate, safe, reliable,

etc…Example:

•The new dog house must be 4’high and have a 24”wide door.

•The garment must be 100% waterproof during 1 hour of exposure

to rainfall of 3”per hour.

15

Requirement Definition Team Exercise

Requirement Definition Team Exercise

�Break into your teams and pick new PM

�Create at least five functional requirements

�Create at least five non-functional requirements

�Capture your answers on board or flip chart

�Then without talking, walk around and review each

others requirements and put on a post-it note

“good”or “not clear”as feedback to the team.

16

Requirement Definition Pitfalls

Requirement Definition Pitfalls

Some Common Pitfalls:

�The Wrong Requirements

�Fuzzy/Loosely Defined Requirements

�Overly Specific Requirements

�Changing Requirements

17

Ideas for Better Requirements

Ideas for Better Requirements

Get Them All:

•Spend time with user observing and documenting their work.

•Conduct a requirement brainstorming session.

•Interview using a mind map.

•Reverse engineer the requirements out of existing documents.

•Create inverse requirements.

Get Them Right

•Each requirement should specify exactly one distinct function.

•Be on the lookout for ambiguity.

•“Look and Feel”requirements need to be specific.

•Keep the ‘hows’out.

18

Requirements Definition, Step

Requirements Definition, Step-- ByBy-- Step

Step

Step 1: Identify Requirements

Step 2: Identify Development Constraints

Step 3: Analyze the Requirements

Step 4: Requirements Representation

Step 5: Requirements Communication

Step 6: Requirements Approval & Baselining

19

Requirement Definitions Team Exercise

Requirement Definitions Team Exercise

�Break back into your teams

�Pick the next PM

�Review feedback provided by other teams

�Note changes to project your requirements

�PM to report changes

20

Quality Concepts

Quality Concepts

�Total Quality Management (TQM)

•Common approach to implementing A quality improvement

program in an organization

�Stop Order Work

•Ability to stop work process when a known defect is

present or process is defective

�Team Building

•Motivation/sense of pride

•Quality circles

�Just-in-time/Zero Inventory

21

Quality Philosophies

Quality Philosophies

�EDWARD DEMING

•Cease mass inspections

and & price award

•Continuous Improvement

•14 Points to Quality

Improvement

�MALCOLM BALDRIGE

•Quality Awareness

•Seven categories of

Quality programs

�JOSEPH JURAN

•Attitude and knowledge

breakthrough

•Fitness for use

�PHILIP CROSBY

•Zero Defects; Quality is

Free

•Conformance to

specifications

22

Deming 14 Points

Deming 14 Points

1. Create constancy of purpose of

product and service

2. Adopt the new philosophy

3. Cease dependence on mass

inspection

4. End the practice of awarding

business on price tag alone

5. Improved constantly and forever

the system of production and

service

6. Institute training

7. Institute leadership

8. Drive out fear

9. Breakdown barriers between staff

areas

10. Eliminate slogans, exhortations

and targets for the workforce

11. Eliminate numerical quotas

12. Remove barriers to pride of

workmanship

13. Institute a vigorous program of

educational retraining

14. Take action to accomplish the

transformation

23

Crosby Making Quality Certain

Crosby Making Quality Certain

Step 1. Management

Commitment

Step 2. The Quality Improvement

Team

Step 3. Quality Measurement

Step 4. The Cost of Quality

Step 5. Quality Awareness

Step 6. Corrective Action

Step 7. Zero Defects Planning

Step 8. Supervisor Training

Step 9. Zero Defect Day

Step 10. Goal Setting

Step 11. Error -Cause Removal

Step 12. Recognition

Step 13. Quality Councils

Step 14. Do It Over Again

24

Week 2 Agenda:

Week 2 Agenda:

Quality Management Processes:

1. Quality planning

2. Perform quality assurance

3. Perform quality control

25

8.1 Quality Planning

8.1 Quality Planning

�PMBOK®Guide Definition -

“Identifying which quality standards are relevant to

the project and determining how to satisfy them.”

�PMI states, “quality should be planned in, not

inspected in.”

26

Quality Planning

Quality Planning

INPUTS:

�Enterprise environmental factors

�Organizational process assets

�Project scope statement

�Project management plan

27

Quality Planning

Quality Planning

TOOLS AND TECHNIQUES:

�Cost benefit analysis

�BENCHMARKING (comparing to other projects)

�Design of experiments (DOE)

�Cost of quality

�Additional quality planning tools

•Flowcharting

•Anticipate what and where quality problems may occur

•Develop proactive corrective actions

•Cause and effect diagrams

28

Quality Planning

Quality Planning

OUTPUTS:

�Quality management plan

�Quality metrics

�Quality checklists

�Process improvement plan

�Quality baseline

�Project Management Plan (updates)

29

Quality Policy

Quality Policy

�Overall quality intentions and direction

of an organization.

•Including quality standards

�Formally expressed by top management

�Product attributes (Quality vs. Grade)

�Project stakeholders awareness

30

Dilbert on Quality Management

Dilbert on Quality Management

31

Build a Fence Project

Build a Fence Project --sample

sample

MEASURE

SPACINGS

DIG POST

HOLES

INSTALL POSTS

TRIM POSTS

BUILD GATE

FRAME

ATTACH

PICKETS TO

GATE

ATTACH CROSS

BARS

ATTACH

PICKETS

DONE

32

Quality Planning Flowchart Team Exercise

Quality Planning Flowchart Team Exercise

�Break into your teams

�Pick a new PM

�Create a flowchart showing the work flow of

your project (focus on quality aspects)

�Show your flowchart on a flip chart

�PM to present the chart to the class

33

Cost of Quality

Cost of Quality

�Cost incurred to ensure quality

�85% of cost is associated with management

�The cost of conformance (proactive)

�Prevention

�Appraisal

�The cost of non-conformance (failure)

�Goal: 3-5% of total project value

�Cost of non-quality: est. At 12-20% of sales

�External

�Internal

34

Cost of Conformance

Cost of Conformance

�Prevention (Keep Errors

Out Of Customer Hands)

�Planning

�Training and indoctrination

�Process control

�Product design validation

�Process validation

�Appraisal (Keep Errors

Out Of The Process)

�Quality audits

�Test and evaluation

�Maintenance and

calibration

�Inspection and field testing

35

Cost of Non

Cost of Non-- Conformance

Conformance

�Internal (Prior To

Leaving The Organization)

�Scrap

�Rework and repair

�Additional material

inventory

�External (After Leaving

The Organization)

�Warranty repairs and

service

�complaint handling

�Liability judgments

�product recalls

�Reputation

36

QA & QC

QA & QC

�Quality Assurance (QA)

�Managerial process

�Process quality

�May overlap with quality

planning

�Assures that the quality

system works

�Quality Control (QC)

�Technical process

�Product quality

�Establish the technical

baseline

�Collect data

�Measure performance

37

8.2 Perform Quality Assurance

8.2 Perform Quality Assurance

“Application of planned and systematic

quality activities to ensure that the project

will employ all processes needed to meet

requirements.”

Real world meaning:

Determining weather relevant standards

are being met.

38



�INPUTS:

�Quality Management Plan

�Quality Metrics

�Process Improvement Plan

�Work Performance

Information

�Approved Change Requests

�Quality Control

Measurements

�Implemented Change

Requests

�Implemented Corrective

Actions

�Implemented Defect

Repairs

�Implemented Preventive

Actions

39




�Quality planning tools and techniques

�QUALITY AUDITS (details on next slide)

�Process analysis

�Quality control tools and techniques

40

Tools & Techniques, cont;

Tools & Techniques, cont;

QUALITY AUDITS:

�Review of quality management activities

�Identify Lessons Learned that can improve project

performance

�Initially determines the quality baseline

41



OUTPUTS:

�Requested Changes

�Recommended Corrective Actions

�Organizational Process Assets (Updates)

�Project Management Plan (Updates)

42

8.3 Perform Quality Control

8.3 Perform Quality Control

“Monitoring specific project results to determine if they

comply with relevant quality standards and identifying

ways to eliminate the cause of unsatisfactory results”.

43

Perform Quality Control


INPUTS:

�Quality Management Plan

�Quality Metrics

�Quality Checklists

�Organizational Process Assets

�Work Performance Information

�Approved Change Requests

�Deliverables

44




�Cause And Effect Diagram

�Control Charts

�Flowcharting

�Histogram

�Pareto Diagrams

�Run Chart

�Statistical Sampling

�Inspection

�Defect Repair Review

45



OUTPUTS:

�Quality Control Measurements

�Validated Defect Repair

�Quality Baseline (Updates)

�Recommended Corrective Actions

�Recommended Preventive Actions

�Requested Changes

�Recommended Defect Repair

�Organizational Process Assets (Updates)

�Validated Deliverables

�Project Management Plan

46



CONTROL CHARTS

WORK ORDER BACKLOG

448448

457

407

451

408

445

530

527

511

496

462

464

524

511

492

489

480

460

456

443

425

398

418

394

394

563

491

401

449450448

497494

422

438

AVG.923

THRU Nov:

AVG.=460.86

UCL = 589.22

LCL = 332.50

300

350

400

450

500

550

600

650

Dec-95

Jan-96

Feb-96

Mar-96

Apr-96

May-96

Jun-96

Jul-96

Aug-96

Sep-96

Oct-96

Nov-96

Dec-96

Jan-97

Feb-97

Mar-97

Apr-97

May-97

Jun-97

Jul-97

Aug-97

Sep-97

Oct-97

Nov-97

Dec-97

Jan-98

Feb-98

Mar-98

Apr-98

May-98

Jun-98

Jul-98

Aug-98

Sep-98

Oct-98

Nov-98

3

σσσσ

3

σσσσ

Upper Control Limit

“UCL”

Mean

“µ µµµ”

Lower Control Limit

“LCL”

47



PARETO DIAGRAMS/HISTOGRAMS

75

50

25

47% of All

Complaints

48



STATISTICAL SAMPLING

PIE CHART

40 AIR TOXICITY

SAMPLES

85.00

88.83

92.67

96.50

100.33

104.17

More

49



STATISTICAL SAMPLING

50



FLOW CHARTS

Start

Finish

Process

Step

Decision

51

Sample

Sample --Build a Fence Flow

Build a Fence Flow

MEASURE

SPACINGS

DIG POST

HOLES

INSTALL POSTS

TRIM POSTS

BUILD GATE

FRAME

ATTACH

PICKETS TO

GATE

ATTACH CROSS

BARS

ATTACH

PICKETS

DONE

QC - DOUBLE CHECK MEASUREMENT

QP - USE TOP QUALITY

CEMENT

QC - DOUBLE CHECK 90

DEGREE ANGLE

QC - VERIFY ALL POSTS

ARE THE SAME HEIGHT

QA - verify that the right process is

being executed

52

The Cost of Quality

The Cost of Quality

THE COST OF CONFORMANCE (PROACTIVE)

�PREVENTION

�APPRAISAL

+THE COST OF NON-CONFORMANCE (FAILURE)

�EXTERNAL

�INTERNAL

________________________________________

= THE COST OF QUALITY

53

Cost of Quality Exercise

Cost of Quality Exercise (if time allows)

(if time allows)

�BREAK INTO YOUR TEAMS

�SELECT THE NEW PROJECT MANAGER

�UPDATE YOUR FLOW CHART WITH QUALITY ASSURANCE

ACTIVITIES AND THEN…

�CALCULATE COST OF QUALITY

�COST OF CONFORMANCE AT $80 AN HOUR

�COST OF NON-CONFORMANCE 5% OF TOTAL PROJECT

�PM TO READ OUT TO THE CLASS

54

Quality Management Summary

Quality Management Summary

�Know the 3 P.A.C quality mgmt. processes

�Be familiar with the quality gurus

�Know the difference between cost of

quality and cost of non-conformance

�Don’t confuse inspection with prevention

�Be familiar with the components of a quality

audit (p.781 Kim Heldman book)

�Know inputs, tools/techniques and outputs

55

Post

Post --Class Assessment

Class Assessment

�Congratulations, you have

completed another section. . .

Assignment for next section:

�Read chapter 11 in the PMBOK –

(Risk Management)

csu project management certificate program project … · project quality management instructor:...

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