Corporate Development and IT · 2017. 11. 27. · Source: Kerzner, Project Management |Part 5...

Part 8

Quality Management in Large Scale Projects

Thomas GutzwillerSept., 2017

Corporate Development and IT

2| Thomas Gutzwiller - Transformation| Part 5

Question:

How do we define project quality?


Project expenditure(COST)

Project time(SCHEDULE)

Benefit of design products(SCOPE)

It is normal, that projects cause quality problems,that means that COST, SCHEDULE or SCOPE are not

fully reachable.This must be managed accordingly.

Determinants of project quality – the magic triangle


Question:

What is quality assurance?


Process quality determines product quality

Basic concepts – Categories of quality assurance

• Constructive quality assurance

Constructive quality assurance means, that project process is clearly defined, in terms of

– A specific project process– A general project management method for an overall steering of the projects

• Analytical quality assurance

Analytical quality assurance means review and testing of design products and auditing of the project processes


Quality assurance

Constructive Analytical

Projectprocessmodel

Generalproject

managementprocess

Qualitycontrol

Qualitytest

Basic concepts – Categories of quality assurance

Rev

iew

Test

Aud

it


Without defined procedurewe normally don’t reach the objectives.

• When the project team must develop the project process itself or when there are differences about the right procedure...

• When there are “Stars” in a project, who manage the project alone...

• When employees permanently make long hours...

• ... the project normally doesn’t have a defined, accepted and validated project process.

• With project management discipline alone no project can be managed. There must be additionally a specific, on the problem matched, project process model.

First diagnosis in a bad going project

then


Projects in a two-party contract relationship

• Often we have situations in major projects, where the management engages external suppliers (e.g. consulting companies or outsourced IT).

• In this case responsibility between the parties has to be regulated. The ISO 9001 Norm offers an instrument for that.

• Basically responsibility is defined as follows:

– Client:• „Product responsibility” – is responsible for costs, deadlines and benefits

(scope of benefits)• Project control on the level of „external project management“

– Supplier:• „Process responsibility“ – is responsible for a “state of the art” project process,

which he is able to handle (ability of repetition)• Project control on the level “internal project management”


External and internal project control

• External project control (client)Planning categories are– Milestones per phase (deadlines)

• Review documents• Ready for user test

– Total expenditures, total costs of projects– Viable benefits (scope of benefits)– Risk factors

• Internal project control (supplier)Planning categories are– Project organization– Activity planning (per phase) – Project documentation, result structuring – Available resources (in particular employees, client and supplier)– Allocation of employees to activities/results with detailed effort planning (work packages)


Project committeeReview team

(experts)

Project owner (client)

Client project leader

Client organization has“product responsibility”

Client organization


Supplier organization has„process responsibility“

Supplier

Supplier project leader

Team 1 Team 2 Team n...

Supplier organization


Supplier organization

The teams vary depending on project type. Typically the following team types occur in projects:

– Project office teams– Change management teams– Analysis teams– Design teams– Front-end-construction teams– Component development teams– Cross function teams

• Method specialist teams• Tools specialist teams• Data base administration teams• Test teams• Technical infrastructure teams

– Acceptance test team– Organizational implementation teams


X XX XX XX X

XX

XXX

X XX

XX X

Involvement ofemployees

out of the clientorganization

Involvement ofemployees outof the supplierorganization

Team composition in a two-party contract relationship

Teams:

– Project office teams– Change management teams– Analysis teams– Design teams– Front-end-construction teams– Component development teams– Cross function teams

• Method specialist teams• Tools specialist teams• Data base administration teams• Test teams• Technical infrastructure teams

– Acceptance test team– Organizational implementation teams


Organization of phase sign-off as central element of the two-party contract relationship

• Projects are spitted in phases.

• At the phase end the client organization approves the phase results, in order that the next phase can be started under stable conditions.

• The projects phases are predefined through the project process model. Depending on project type a different project process model is taken and therefore a different phase structure occurs as well.

• At the phase end there is a review respectively a test (at the end when it comesto information systems).


Through this practice it is ensured,that the benefit of the design

product is checked by independent experts,which are not involved daily in the project.

Organization of phase sign-off as central element of the two-party contract relationship

• Client project leader organizes a review (respectively test) team.

• The review (respectively test) team (composed of experts which are not involved in the project team) checks the design product and gives recommendation to the project committee.

• The project committee signs off the phases respectively decides, what has to be changed on the design product.


Organization of phase end „Sign off“ for a strategy project

Project setup

Vision and mission statement

Externalanalysis

Internalanalysis

Gap Analysis

Formulation of strategic options

Selection of strategic options

Implementation planning

Implementation controlling

Review

Review

Review


Organization of phase end „Sign off“ for a process development project

Review

Review

Review


Set up preproductionsystem

Integration testingIn test system Test Cases Test Results

Implementation Plan

Plan Master Data Transfer

Master Data Collection

Training

Final Fall-back Plan

Plan Transaction Data Transfer Install Resources Backup Concept

Setup Syst. Parameter

Create Data Migr. Progr.

Create Batchjobs

Create Interface Progr.

Setup authorizations

Finalize DocumentationOrg. DocumentationSystem docu.

Finalize Organizational Design

ProcessesActivities

Forms

Downtime plan

Org. structure/Capacity plan

Install Test System Implementation Planning

Training Concept

Resources concept

Data Transfer Concept

Fall-back Plan

Organization of phase end „Sign off“ for implementation

Review

Test

Review


Integrationstest

System Implementation

TablesInterfaces

Authorizations

Install Productive System

Data Migration

Master DataTransaction Data

Control

Last integration test in productive system

Test Cases Test Results

System Transfer to an Business (RUN)System Doc. Org. Documentation.

System Release

Implementation Plan – Final check

Backup Concept

Downtime Plan

Fall-back Plan

Resources

Simulation Implementation

Master Data Transfer Transaction Data Transfer

Productive System(Onsite)-Support

Incremental Enhancement

Operating/Monitoring

Backup

Hotline

Organization of phase end „Sign off“ for implementation

Rev

iew

Review/Test

Life Test


Tasks of quality assurance

TestReview Audit

Internalreview

Externalreview

Internaltest

Externaltest Method

auditProject

leadershipaudit

SU CL CL CLCLSU

CL = Client, SU = Supplier

Control tasks in the context of analytical quality assurance



Supplier review/test

• It must be checked,– If the design product is formally consistent– If the design product is materially adequate

• The check is conducted on the design products, which are required for each project phase according to the project process model

• Before each external review/test (with client) there has to be a internal review test (on the level of supplier)

SU



Client review/test

• It must be checked,– If the design product is materially adequate according to the needs. – That implies formal consistence, for which the supplier is responsible.

• The review/test is conducted on design products, which are required at the extenal review for each project phase according to the project process model.

• The review/test is conducted by an independent review team, which is not involved in the project (not part of the project team but part of the client project organization). This review team is organized by the client project leader.

CL


Customizing / ProgrammingRuns in parallel

Components test(„Single test“ for service function)1

Transactions tests(„Single test“ f. logical transaction)2

Application test(„Chain test“)3

System test(„Integration test“)4

User test(„Acceptance test“)5

Acceptance(„Operations“)6


General test levels

First of all without interfaces;at the end with all interfacesto third-party system

SU

CL



Client audit

• Method audit

Spontaneous control through external instance, which assesses, if the project process model is applied in the project.

Objective of the audit is project process conformity.

• Project leadership audit

Spontaneous control through external instance, which evaluates, how the project can minimize deviations in the area of overdrafts regarding– Costs– Deadlines– Benefits (scope of benefits)

Objective of the audit are corrective measures to close deviations.

Project costs

Project time Benefits of design product(Scope of benefits)

CL


No large scale project without audits.


Client audit

• The audit is normally not announced, that means spontaneously.

• It is initiated through the client organization.

• Mostly it is executed by a third-party (e.g. consulting company).

• Each major project is audited regularly (every 6 to 12 months).

• Each audit analyzes and evaluates the project situation and suggests corrective measures, which are to be executed by project management and overlooked by the project committee.

CL


Constructive quality assurance – ISO 9001

• ISO 9000 series is a quality system standard of the International Standards Organization, Geneva, which can be applied generally to all products, services or processes.

• ISO 9001 regulates specifically the product and service production in a two-party-contract relationship:

„ISO 9001 defines the model for a quality system when a contractor demonstrates the capability to design, produce, and install products or services.“


Regular method audits

Target: - Regulation of the Client-Supplier-relationship(Two-party contract relationship)

- „Self enforcement“ of the supplier to quality orientation

Method: Definition of projectprocesses (project activities, results, roles etc.)

Definition of configuration management for the purpose of evidence documentation (Management of versions and change requests regarding results)

Definition of quality management system (institutional basis in the company)

Certification afterISO 9000 Series

Publication toclients

Constructive quality assurance – ISO 9001

28| Thomas Gutzwiller - Transformation| Part 5* Humphrey, SEI, Carnegie Mellon University

Constructive quality assurance – SEI-Process-Maturity-Scheme*

• Target:

Evaluation of performance of suppliers in information system development.Originally initiated by the Department of Defense of the United States.

• Method:

Analysis and classification of suppliers in the following 5 stages of maturity

– 1: Chaotic process– 2: Repeatable process– 3: Defined process– 4: Controlled process– 5: Optimized process


Constructive quality assurance – SEI-Process-Maturity-Scheme

• Stage of maturity 1 – „Chaotic process“:Chaotic „ad hoc“ development process; „Over-Commitment“ of supplier;„Stars“ dominate project

• Stage of maturity 2 – „Repeatable process“:Repeatable development process;not documented; by tradition;based on experience know how (“We have done it always like this“)

• Stage of maturity 3 – „Defined process“:Development process is fully and consistently documented and is applied like this.

• Stage of maturity 4 – „Controlled process“:The development process is permanently measured in projects for gathering quantitative figures, which will be used in following projects as basis for planning.

• Stage of maturity 5 – „Optimized process“:Defined, controlled development process is permanently optimized (between projects). If optimization was successful the results can be measured on the quantitative figures.

30| Thomas Gutzwiller - Transformation| Part 5Source: Kerzner, Project Management

Common Language

Level 1

Common Processes

Level 2

Singular Methodology

Level 3

Benchmarking

Level 4

Continuous Improvement

Level 5

Feedback

Constructive quality assurance –Evolution of the SEI-Maturity Model:Project Management Maturity Model (PMMM)


• Level 1 - Common Language: In this level, the organization recognizes the importance of project management and the need for a good understanding of the basic knowledge on project management, along with the accompanying language/terminology

• Level 2 - Common Processes: In this level, the organization recognizes that common processes need to be defined and developed such that successes on one project can be repeated on other projects. Also included in this level is the recognition that project management principles can be applied to and support other methodologies employed by the company.

• Level 3 - Singular Methodology: In this level, the organization recognizes the synergistic effect of combining all corporate methodologies into a singular methodology, the center of which is project management. The synergistic effects also make process control easier with a single methodology than with multiple methodologies.

• Level 4 - Benchmarking: This level contains the recognition that process improvement is necessary to maintain a competitive advantage. Benchmarking must be performed on a continuous basis. The company must decide whom to benchmark and what to benchmark.

• Level 5 - Continuous Improvement: In this level, the organization evaluates the information obtained through benchmarking and must then decide whether or not this information will enhance the singular methodology.

Constructive quality assurance –Evolution of the SEI-Maturity Model:Project Management Maturity Model (PMMM)


Constructive quality assurance –Evolution of the SEI-Maturity Model:Capability Maturity Model Integrated (CMMI)

Corporate Development and IT · 2017. 11. 27. · Source: Kerzner, Project Management |Part 5...

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Transcript of Corporate Development and IT · 2017. 11. 27. · Source: Kerzner, Project Management |Part 5...