project quality management sections of this presentation were adapted from a guide to the project...
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Project Quality Project Quality ManagementManagement
Sections of this presentation were adapted Sections of this presentation were adapted from from A Guide to the Project Management A Guide to the Project Management
Body of KnowledgeBody of Knowledge 4 4thth Edition, Project Edition, Project Management Institute Inc., © 2009Management Institute Inc., © 2009
Project Quality ManagementProject Quality Management
““Creating and following policies and Creating and following policies and procedures to ensure that a project meets procedures to ensure that a project meets the defined needs it was intended to meet the defined needs it was intended to meet from the customer’s perspective.” PMP from the customer’s perspective.” PMP Exam Prep, 6Exam Prep, 6th th EditionEdition
Why Quality Management?Why Quality Management?
Quality means conformance to specifications and Quality means conformance to specifications and fitness for use – i.e. just what you need and not fitness for use – i.e. just what you need and not more more
Projects or products with unnecessary features Projects or products with unnecessary features can be too expensive to meet the business needcan be too expensive to meet the business need
Prevention is much cheaper than inspection, build Prevention is much cheaper than inspection, build quality in early to minimize costs/maximize qualityquality in early to minimize costs/maximize quality
How Do We Manage Quality?How Do We Manage Quality?
Three processesThree processes Plan QualityPlan Quality
What is quality and how will we ensure it?What is quality and how will we ensure it? Perform Quality AssurancePerform Quality Assurance
Are we following the quality standards?Are we following the quality standards? Perform Quality ControlPerform Quality Control
Are we meeting the quality standards?Are we meeting the quality standards?
Perform Quality
Assurance
Perform Quality Control
Plan Quality
Plan QualityPlan QualityScope Baseline
Cost Performance Baseline
Schedule Baseline
Cost-benefit analysis
Cost of quality
Control charts
Benchmarking
Design of experiments
Statistical sampling
Flowcharting
Proprietary quality management methodologies
Additional quality planning tools
Inputs OutputsTools & Techniques
Risk Register
Enterprise Environmental Factors
Organizational Process Assets
Quality Management Plan
Quality Metrics
Process Improvement Plan
Quality Checklists
Project document updates
Perform Quality
Assurance
Perform Quality Control
Plan Quality
Stakeholder Register
Plan QualityPlan Quality
Cost of Quality – Cost of Quality – Evaluating the cost of Evaluating the cost of conformance with the conformance with the cost of nonconformance cost of nonconformance to reach a balance. to reach a balance. Includes;Includes;
Prevention CostsPrevention Costs Appraisal CostsAppraisal Costs Failure CostsFailure Costs
Cost of Cost of ConformanceConformance
Cost of Non Cost of Non ConformanceConformance
Quality trainingQuality training ReworkRework
StudiesStudies ScrapScrap
SurveysSurveys Inventory CostsInventory Costs
Warranty CostsWarranty Costs
Deming’s Costs of Quality
85% of the costs of quality are the direct responsibility of management - Deming
Quality Planning TermsQuality Planning Terms
Gold PlatingGold Plating – Giving the customer extras that – Giving the customer extras that do not add value to the projectdo not add value to the projectMarginal AnalysisMarginal Analysis – The point where the – The point where the incremental revenue from an improvement incremental revenue from an improvement equals the cost to implement itequals the cost to implement itKaizen Kaizen – Continuous improvement process to – Continuous improvement process to reduce costs and promote consistencyreduce costs and promote consistencyISO 9000ISO 9000 – International standard to ensure that – International standard to ensure that companies have quality procedures and that companies have quality procedures and that they follow themthey follow them
Perform Quality AssurancePerform Quality Assurance
Project Management Plan Plan quality and perform quality control tools and techniques
Quality audits
Process analysis
Inputs
Outputs
Tools & Techniques
Change Requests
Organizational Process Assets Updates
Project Document Updates
Project Management Plan Updates
Quality Metrics
Work Performance Information
Quality Control Measurements
Perform Quality
Assurance
Perform Quality Control
Plan Quality
Statistics Terms ReviewStatistics Terms Review
Mutually Exclusive – Two Mutually Exclusive – Two events that cannot both events that cannot both occur in a single trialoccur in a single trial
Statistical Independence Statistical Independence – Probability of one event – Probability of one event occurring does not affect occurring does not affect the probability of another the probability of another event occurringevent occurring
Probability – The Probability – The likelihood that something likelihood that something will occur (usually will occur (usually expressed in percent)expressed in percent)
Remember:+/- 1 = 68.26%+/- 2 = 95.46%+/- 3 = 99.73%+/- 6 = 99.99%
Normal DistributionNormal Distribution
Perform Quality ControlPerform Quality ControlProject Management Plan Cause and effect diagram
Control charts
Flowcharting
Histogram
Pareto Chart
Run chart
Scatter diagram
Statistical sampling
Inspection
Approved change requests review
Inputs
Outputs
Tools & Techniques
Quality Control Measurements
Validated Deliverables
Validated ChangesQuality Metrics
Quality Checklists
Organizational Process Assets
Work Performance Measurements
Approved Change Requests
Deliverables
Change Requests
Project Management Plan Updates
Organizational Process Assets Updates
Project Document Updates
Perform Quality
Assurance
Perform Quality Control
Plan Quality
Pareto ChartPareto Chart
Graph of problem type vs. frequencyGraph of problem type vs. frequency
80/20 Rule – 80% of your problems will come from 80/20 Rule – 80% of your problems will come from 20% of your work!20% of your work!
Problem Type
Fre
quen
cy
Cum
ulat
ive
Per
cent
age
Control ChartControl Chart
Upper & Lower Control Limits (UCL & LCL)Upper & Lower Control Limits (UCL & LCL) Set by quality goal i.e. 3Set by quality goal i.e. 3 Includes the normal and expected variation in the processIncludes the normal and expected variation in the process
Specification LimitsSpecification Limits Contracted acceptable limit, usually outside UCL & LCLContracted acceptable limit, usually outside UCL & LCL
Out of ControlOut of Control Data point falls outside of UCL/LCLData point falls outside of UCL/LCL Non-random data points i.e. “Rule of Seven”Non-random data points i.e. “Rule of Seven”
Rule of SevenRule of Seven If you get seven points in a row on one side of the mean, seven points If you get seven points in a row on one side of the mean, seven points
ascending, or seven points descending, the process is no longer random ascending, or seven points descending, the process is no longer random and it is out of controland it is out of control
Originally adopted from a Ford quality manualOriginally adopted from a Ford quality manual
Assignable ChangeAssignable Change When the controller adjusts the process to bring the process back within When the controller adjusts the process to bring the process back within
process control limitsprocess control limits