100061970 PM0017 PM0017 Project Quality Management Summer Spring 2012

7/29/2019 100061970 PM0017 PM0017 Project Quality Management Summer Spring 2012

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Master of Business Administration Semester 4

Subject Code PM0017

Subject Name Project Quality Management

Assignment Set- 1 (60 Marks)

Note: Each question in total carries 10 Marks. Answer all the questions.

Q1. Define the term quality. Explain in brief the project quality management.

Project management is the discipline of planning, organizing, securing, managing,

leading, and controlling resources to achieve specific goals. A project is a temporary

endeavor with a defined beginning and end (usually time-constrained, and often

constrained by funding or deliverables),[1] undertaken to meet unique goals and objectives,

[2] typically to bring about beneficial change or added value. The temporary nature of

projects stands in contrast with business as usual (or operations),[3] which are repetitive,

permanent, or semi-permanent functional activities to produce products or services. In

practice, the management of these two systems is often quite different, and as such requires

the development of distinct technical skills and management strategies.

Quality can be defined as meeting the customer's expectations or exceeding the customer

expectations achieved by way of deliverables and/or activities performed to produce

those deliverables.

Project Quality Plan can be defined as a set of activities planned at the beginning of the

project that helps achieve Quality in the Project being executed. The Purpose of the

Project Quality Plan is to define these activities / tasks that intends to deliver products

while focussing on achieveing customer's quality expectations. These activities / tasks are

defined on the basis of the quality standards set by the organization delivering the

product.
http://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Project_management#cite_note-Chat-0http://en.wikipedia.org/wiki/Project_management#cite_note-1http://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Project_management#cite_note-2http://en.wikipedia.org/wiki/Project_management#cite_note-2http://en.wikipedia.org/wiki/Projecthttp://en.wikipedia.org/wiki/Project_management#cite_note-Chat-0http://en.wikipedia.org/wiki/Project_management#cite_note-1http://en.wikipedia.org/wiki/Business_operationshttp://en.wikipedia.org/wiki/Project_management#cite_note-2


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Project Quality Plan identifies which Quality Standards are relevant to the project and

determines how can they be satisfied. It includes the implementation of Quality Events

(peer reviews, checklist execution) by using various Quality Materials (templates,

standards, checklists) available within the organization.The holding of the Quality Event

is termed as Quality Control. As an output of the various activities, Quality Metrics or

Measurements are captured which assist in continuous improvement of Quality thus

adding to the inventory of Lessons Learned. Quality Assurance deals in preparation of the

Quality Plan and formation of organization wide standards.

he following list provides you the various Quality Elements that should be included in a

detailed Project Quality Plan:

Management Responsibility. Describes the quality responsibilities of all

stakeholders.

Documented Quality Management System. This refers to the existing Quality

Procedures that have been standardized and used within the organization.

Design Control. This specifies the procedures for Design Review, Sign-Off,

Design Changes and Design Waivers of requirements.

Document Control. This defines the process to control Project Documents at

each Project Phase.

Purchasing. This defines Quality Control and Quality Requirements for sub-

contracting any part / whole part of the project.

Inspection Testing. This details the plans for Acceptance Testing and Integration

Testing.

Nonconformance. This defines the procedures to handle any type of

nonconformance work. The procedures include defining responsibilities, defining

conditions and availability of required documentation in such cases.

Corrective Actions. This describes the procedures for taking Corrective Actions

for the problems encountered during project execution.

Quality Records. This describes the procedures for maintaining the Quality

Records (metrices, variance reports, executed checklists etc) during project

execution as well as after the project completion.


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Quality Audits. An internal audit should be planned and implemented during

each phase of the project.

Training. This should specify any training requirements for the project team.

Q2. Describe quality control tools.

Answer:-

Ishikawa Diagram - also known as the Fishbone Diagram or the Cause-and-

Effect Diagram, is a tool used for systematically identifying and presenting all thepossible causes of a particular problem in graphical format.

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1.

Q 3. List the advantages of an Enterprise Project management system (EPM)

Enterprise project management

So youve decided on implementing enterprise project management. Now, youve got to

make a plan for how to move ahead with your deployment. Well look at some of the key

elements of creating a project plan for an enterprise

and ultimately to make the process stronger.

Q 4. Describe the techniques used for Quality planning.

Quality management can be considered to have four main components: quality

planning, quality control,quality assurance and quality improvement.[1]

Q.5. Describe the major inputs of Quality Assurance Process

Quality assurance, orQA for short, is the systematic monitoring and evaluation of the

various aspects of a project, service or facility to maximize the probability that minimum

standards of quality are being attained by the production process

Q 6. Write short note on:

a. Brainstorming
http://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Quality_assurancehttp://en.wikipedia.org/wiki/Quality_management#cite_note-0http://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Quality_assurancehttp://en.wikipedia.org/wiki/Quality_management#cite_note-0


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is a relatively simple and cheap way of generating ideas. Although it can be done

individually, it usually involves a group of people who are looking to generate

ideas that will provide a solution to a problem or situation. The aim is to generate

as many ideas as possible that can then be evaluated at a later date.




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Subject Code PM0017

Subject Name Project Quality Management

Assignment Set- 2 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

Q 1. Describe in brief the three major aspects of business processes.

Rummler & Brache (1995) use a definition that clearly encompasses a focus on the

organizations external customers, when stating that

a business process is a series of steps designed to produce a product or service. Most

processes (...) are cross-functional, spanning the white space between the boxes on

the organization chart. Some processes result in a product or service that is received by

an organization's external customer. We call these primary processes. Other processes

produce products that are invisible to the external customer but essential to the effective

management of the business. We call these support processes.

This definition contains certain characteristics a process must possess. These

characteristics are achieved by a focus on the business logic of the process (how work

is done), instead of taking a product perspective (what is done). Following Davenport's

definition of a process we can conclude that a process must have clearly defined

boundaries, input and output, that it consists of smaller parts, activities, which are ordered

in time and space, that there must be a receiver of the process outcome- a customer - and

that the transformation taking place within the process must add customer value.

Hammer & Champys (1993)[3] definition can be considered as a subset of Davenports.

They define a process as

a collection of activities that takes one or more kinds of input and creates an output that

is of value to the customer.


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As we can note, Hammer & Champy have a more transformation oriented perception,

and put less emphasis on the structural component process boundaries and the order of

activities in time and space.

The Four Major Process Improvement Areas

The point to note here is that, irrespective of the class of the task - whether manual or

computerised - it is important that each task - and hence the process as a whole is

designed and periodically reviewed, improved, or substituted by another task, with a view

to continuous improvement in four major areas:

1. Effectiveness

2. Efficiency

3. Internal control

4. Compliance to various statutes and policies

These areas are explained by highlighting typical deficiencies in each of them, as under:

Effectiveness

The overall effectiveness of a process is the extent to which the outputs expected

from the process are being obtained at all, and is therefore a first measure of the

basic adequacy of the process and its capability to fulfill the logical and reasonable

expectations of process uses and operators.

For example, consider the material procurement process. One of its important tasks is the

sub-process for supplier follow-up to ensure timely deliveries of materials. Such a task is


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considerably less effective if it does not provide accurate and timely purchase order status

reports for use of the purchase department staff responsible for follow-up.

Efficiency

Supposing it has been observed that the average time taken to prepare and send

out a purchase order after receipt of a properly prepared intent from the end-user is

unacceptably high, leading to delayed customer deliveries and consequent customer

complaints.

The process of converting the end-users intent to a purchase order is effective because

a purchase order is being somehow generated, but its efficiency is very low since it takes

an inordinate amount of time and costs considerably more in terms of the cost to the

company of the salaries of staff members involved.

Internal Control

In a scenario where quantities of major raw materials are regularly ordered and

consumed, rates are fixed with selected, reliable, approved vendors for an extended

period commonly a year. Moreover, let us say that the rate contract does not contain

a price escalation clause. This safeguards the organisation from unanticipated price

escalation during the period. The rate contract data are stored in the ERP systems

database. Whenever materials are to be ordered (with or without a delivery schedule),

purchase orders are generated mentioning the rate finalised in the rate contract. An

internal control exists to keep the purchase rate constant throughout the year.

Suppose, however, it is found that the rate on a purchase order based on a current rate

contract is changed to a different value, and the purchase order then sent out to the

supplier. This is a serious lapse in internal control, since a change to a higher rate exposes

the company to a higher financial liability. Moreover, the editability of the rate in such

a purchase order completely nullifies the internal controls provided by having a rate


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contract in the first place and including a no-escalation clause in it. There would be a

further breach of internal control if it were found that such a PO amendment is actually

authorised before sending the purchase order to the supplier.

Compliance to various statutes and policies

There are certain situations where payments made to consultants or service contractors

must be statutorily made after deducting tax at source (T.D.S.), and such T.D.S. amounts

must be deposited in government treasury accounts with banks on or before a specified

date in the month following the month in which the payments are made.

In such cases, if a business process does not provide for deduction of T.D.S. and/or

fails to ensure deposition into government accounts by the specified date, then this is a

statutory compliance issue that makes the concerned executives liable to civil / criminal

legal action.

Policies, Processes and Procedures

The above improvement areas are equally applicable to policies, processes and detailed

procedures (sub-processes/tasks). There is a cascading effect of improvements made at a

higher level on those made at a lower level.

For instance, if a recommendation to replace a given policy with a better one is made

with proper justification and accepted in principle by business process owners, then

corresponding changes in the consequent processes and procedures will follow naturally

in order to enable implementation of the policy changes.

Manual / Administrative vs. Computer System-Based Internal Controls

Internal controls can be built into manual / administrative process steps and / or computer


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system procedures.

It is advisable to build in as many system controls as possible, since these controls, being

automatic, will always be exercised since they are built into the design of the business

system software. For instance, an error message preventing an entry of a received raw

material quantity exceeding the purchase order quantity by greater than the permissible

tolerance percentage will always be displayed and will prevent the system user from

entering such a quantity.

However, for various reasons such as practicality, the need to be flexible (whatever

that may signify), lack of business domain knowledge and experience, difficulties in

designing/writing software, cost of software development/modification, the incapability

of a computerised system to provide controls, etc., all internal controls otherwise

considered to be necessary are often not built into business systems and software.

In such a scenario, the manual, administrative process controls outside the computer

system should be clearly documented, enforced and regularly exercised. For instance,

while entering data to create a new record in a material system databases item master

table, the only internal control that the system can provide over the item description field

is not to allow the user to leave the description blank in other words, configure item

description as a mandatory field. The system obviously cannot alert the user that the

description is wrongly spelt, inappropriate, nonsensical, etc.

In the absence of such a system-based internal control, the item creation process must

include a suitable administrative control through the detailed checking, by a responsible

officer, of all fields entered for the new item, by comparing a print-out taken from the

system with the item data entry sheet, and ensuring that any corrections in the item

description (and other similar fields where no system control is possible) are promptly

carried out.


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Last but not least, the introduction of effective manual, administrative controls usually

requires an overriding periodic check by a higher authority to ensure that such controls

are exercised in the first place.

Q 2. Describe the organizational change model.

For organizational change that entails new actions, objectives and processes for a

group or team of people, use workshops to achieve understanding, involvement, plans,

measurable aims, actions and commitment. Encourage your management team to use

workshops with their people too if they are helping you to manage the change.

.






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Q 3.List and describe in brief the tools and techniques used for quality control.

Improvement as a problem-solving process

We see process improvement fundamentally as a way of solving problems. If there is not

an apparent or latent problem, process improvement is not needed. If there is a problem,

however intangible, one or more processes needs to be improved to deal with the

problem.Q 4. Define the five elements of the Six Sigma framework.

Five elements of the Six Sigma framework

The management strategies like the Total Quality Control, Total Quality Management and

Six Sigma are different from each other. As far as Six Sigma is concerned, there are five

elements which govern the implementation strategy of this methodology.

Q 5. Write short note on the characteristics of quality.

Functionality:







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100061970 PM0017 PM0017 Project Quality Management Summer Spring 2012

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