1Project Quality Management - Perform QA

Perform Quality Assurance

Continuously auditing a project’s plan and process to ensure the required output can be

completed within the expected quality standards

Jay Leaskhttp://jay.leask.com@jayleask McLean, VASocial and Collaboration Strategist with Booz Allen Hamilton

Booz Allen

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Quality Assurance ≠ Quality Control *

Things that are Assessed:– Processes– Education– Quality Control Results

Considerations:– Quality Scope (Flavor? Bottle? Delivery?)– Metrics for Assurance– Assurance Team– Timing of Assurance Testing *– Required Standards *

Introduction

Project Quality Management - Perform QA

Quality Assurance Quality Control

Testing the flavor, consistency, color, fizz, and bottle to ensure the same experience is had every time the consumer opens their bottle

Reviewing the test results and processes used to test the product to ensure quality standards can be consistently met as required

Continuous Improvement

Quality Assurance is not performed a single time during the life of a project, but performed as a continuous process throughout the executing process group to ensure quality standards are consistently met effectively.

* Plan

DoCheck

Act

Continuous Improvement Models

Baldrige ModelCreated by Malcolm Baldrige, this model is defined by seven high-level categories including: leadership; strategic planning; customer focus; measurement, analysis, and knowledge management; workforce focus; operations focus; and results.http://www.baldrige.com/baldrige-model-item-by-item/

Organizational Project Management Maturity Model (OPM3)Maintained by PMI, the OPM3 is a tool designed to optimize project management execution by focusing on three elements: knowledge; assessment; and improvement.http://PMI.org/OPM3

Capability Maturity Model Integrated (CMMI)Created by Carnegie Mellon, CMMI provides a standardized approach to evaluating projects, teams, work groups, divisions, and entire organizations; for example, Booz Allen is certified at Maturity Level 3. These levels are standardized to show how complete the graded element is along the CMMI path. They include: Initial (chaotic); Repeatable (known but not official steps); Defined (confirmed business standard); Managed (quantitative metrics); Optimizing (deliberate process improvement steps).

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Introduction

Quality Assurance ≠ Quality Control *

Things that are Assessed:– Processes– Education– Quality Control Results

Considerations:– Quality Scope (Flavor? Bottle? Delivery?)– Metrics for Assurance– Assurance Team– Timing of Assurance Testing *– Required Standards *

Project Quality Management - Perform QA

4Project Quality Management - Perform QA

Quality Assurance Quality Control

Testing the flavor, consistency, color, fizz, and bottle to ensure the same experience is had every time the consumer opens their bottle

Reviewing the test results and processes used to test the product to ensure quality standards can be consistently met as required

5Project Quality Management - Perform QA

Continuous Improvement

Quality Assurance is not performed a single time during the life of a project, but performed as a continuous process throughout the executing process group to ensure quality standards are consistently met effectively.

* Plan

DoCheck

Act

6Project Quality Management - Perform QA

Continuous Improvement Models

Baldrige ModelCreated by Malcolm Baldrige, this model is defined by seven high-level categories including: leadership; strategic planning; customer focus; measurement, analysis, and knowledge management; workforce focus; operations focus; and results.http://www.baldrige.com/baldrige-model-item-by-item/

Organizational Project Management Maturity Model (OPM3)Maintained by PMI, the OPM3 is a tool designed to optimize project management execution by focusing on three elements: knowledge; assessment; and improvement.http://PMI.org/OPM3

Capability Maturity Model Integrated (CMMI)Created by Carnegie Mellon, CMMI provides a standardized approach to evaluating projects, teams, work groups, divisions, and entire organizations; for example, Booz Allen is certified at Maturity Level 3. These levels are standardized to show how complete the graded element is along the CMMI path. They include: Initial (chaotic); Repeatable (known but not official steps); Defined (confirmed business standard); Managed (quantitative metrics); Optimizing (deliberate process improvement steps).

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Inputs & Outputs

Project Quality Management - Perform QA

Project ManagementPlan Updates

Organizational Process Asset Updates

Change Requests

Project DocumentUpdates

Quality MetricsQuality ControlMeasurements

Work PerformanceInformation

Quality MgmtPlan

ProcessImpvmt Plan

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Plan Quality & Perform Quality Control Tools & TechniquesAll techniques used in each process are valid to use here

Quality AuditsStructured, independent reviews to determine:– Analysis of best practices utilized within project and discussion of known best

practices that should be considered– Gaps and shortcomings within the project

Process Analysis– Identify non-value adding processes– Following steps from Process Improvement Plan using tools such as:

* Fishbone Diagram* Root Cause Analysis* Cost/Benefit Analysis (from Plan Quality phase)

Tools & Techniques

Project Quality Management - Perform QA

Examples of Process Improvement Models

Kaizen Lean Six Sigma Lean Six Sigma Defined Gradual, incremental, and orderly

continuous improvement, focused on more value and less waste through process improvement & control

Focus on speed, efficiency, and elimination of waste

Data-driven methodology with a focus on reducing defects and variability

Combines both Lean and Six Sigma tactics with aim to eliminate waste and variation

Objective Small improvements by optimizing existing systems

Maximizing process speed by reducing waste

Reduce variability through continuous process improvement

Increase quality and reduce defects/variation while increasing process speed and efficiency

Tools & Methods

Take action on deviations to maintain process control

Establish control through Standard Operating Procedures (SOPs)

Take action on deviations to maintain process control

Eliminate waste Value stream

mapping

Defined Processes Processes must be

predictable (in statistical control with normal distribution)

Improve process by reduced variation

Data availability

Combine both Lean and Six Sigma tools and methods

Approach Kaizen’s Deming-Shewhart PDCA Cycle (Plan, Do, Check, Act). DMAIC is also acceptable

5S Sort Straighten Scrub Systematize Sustain

DMAIC (Define, Measure, Analyze, Improve, Control)

DMAIC; Integrate the methodologies and tools of both Lean and Six Sigma at each phase

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Plan Quality & Perform Quality Control Tools & TechniquesAll techniques used in each process are valid to use here

Quality AuditsStructured, independent reviews to determine:– Analysis of best practices utilized within project and discussion of known best

practices that should be considered– Gaps and shortcomings within the project

Process Analysis– Identify non-value adding processes– Following steps from Process Improvement Plan using tools such as:

* Fishbone Diagram* Root Cause Analysis* Cost/Benefit Analysis (from Plan Quality phase)

Tools & Techniques

Project Quality Management - Perform QA

10Filename/RPS Number

Table based on original from“Process Improvement: Which Methodology is Best for Your Project”

by Sharon Valencia, PMP, of CSC

Examples of Process Improvement Models

Kaizen Lean Six Sigma Lean Six Sigma Defined Gradual, incremental, and orderly

continuous improvement, focused on more value and less waste through process improvement & control

Focus on speed, efficiency, and elimination of waste

Data-driven methodology with a focus on reducing defects and variability

Combines both Lean and Six Sigma tactics with aim to eliminate waste and variation

Objective Small improvements by optimizing existing systems

Maximizing process speed by reducing waste

Reduce variability through continuous process improvement

Increase quality and reduce defects/variation while increasing process speed and efficiency

Tools & Methods

Take action on deviations to maintain process control

Establish control through Standard Operating Procedures (SOPs)

Take action on deviations to maintain process control

Eliminate waste Value stream

mapping

Defined Processes Processes must be

predictable (in statistical control with normal distribution)

Improve process by reduced variation

Data availability

Combine both Lean and Six Sigma tools and methods

Approach Kaizen’s Deming-Shewhart PDCA Cycle (Plan, Do, Check, Act). DMAIC is also acceptable

5S Sort Straighten Scrub Systematize Sustain

DMAIC (Define, Measure, Analyze, Improve, Control)

DMAIC; Integrate the methodologies and tools of both Lean and Six Sigma at each phase