CSU Project Management Certificate Program Project Quality ... · Project Integration Mgmt SCOPE...
Transcript of CSU Project Management Certificate Program Project Quality ... · Project Integration Mgmt SCOPE...
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Pro
ject
Quality
Managem
ent
Pro
ject
Quality
Managem
ent
Pro
ject
Quality
Managem
ent
Pro
ject
Quality
Managem
ent
Instr
ucto
r: R
ic R
oth
schil
d,
PM
P
Conta
ct
Info
: ri
c.r
oth
schil
d@
com
cast.
net
303-6
64-1
117
CS
U P
roje
ct
Manag
em
ent
CS
U P
roje
ct
Manag
em
ent
Cert
ific
ate
Pro
gra
mC
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Pro
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Agenda
�Introduction / About the Class
�Where Quality Processes fit in?
�Project Quality Management
�Gurus of Quality Management
�Summary
Project Quality Management
Project Quality Management
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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
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Where Quality Management Processes fit
Where Quality Management Processes fit
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Init
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Know
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PMI Process Groups (PMBOK p.70)
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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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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
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•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)
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Week
Descri
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Hom
ew
ork
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Tonight (week 1) we will cover:
Tonight (week 1) we will cover:
�Quality Definition
�Quality Overview
�Product Requirements
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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!)
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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.
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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
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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.
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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.
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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.
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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.
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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.
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Requirement Definition Pitfalls
Requirement Definition Pitfalls
Some Common Pitfalls:
�The Wrong Requirements
�Fuzzy/Loosely Defined Requirements
�Overly Specific Requirements
�Changing Requirements
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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.
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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
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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
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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
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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
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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
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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
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Week 2 Agenda:
Week 2 Agenda:
Quality Management Processes:
1. Quality planning
2. Perform quality assurance
3. Perform quality control
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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.”
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Quality Planning
Quality Planning
INPUTS:
�Enterprise environmental factors
�Organizational process assets
�Project scope statement
�Project management plan
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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
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Quality Planning
Quality Planning
OUTPUTS:
�Quality management plan
�Quality metrics
�Quality checklists
�Process improvement plan
�Quality baseline
�Project Management Plan (updates)
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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
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Dilbert on Quality Management
Dilbert on Quality Management
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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
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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
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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
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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
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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
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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
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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.
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Perform Quality Assurance
Perform Quality Assurance
�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
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Perform Quality Assurance
Perform Quality Assurance
TOOLS AND TECHNIQUES:
�Quality planning tools and techniques
�QUALITY AUDITS (details on next slide)
�Process analysis
�Quality control tools and techniques
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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
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Perform Quality Assurance
Perform Quality Assurance
OUTPUTS:
�Requested Changes
�Recommended Corrective Actions
�Organizational Process Assets (Updates)
�Project Management Plan (Updates)
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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”.
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Perform Quality Control
Perform Quality Control
INPUTS:
�Quality Management Plan
�Quality Metrics
�Quality Checklists
�Organizational Process Assets
�Work Performance Information
�Approved Change Requests
�Deliverables
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Perform Quality Control
Perform Quality Control
TOOLS AND TECHNIQUES:
�Cause And Effect Diagram
�Control Charts
�Flowcharting
�Histogram
�Pareto Diagrams
�Run Chart
�Statistical Sampling
�Inspection
�Defect Repair Review
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Perform Quality Control
Perform Quality Control
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
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Perform Quality Control
Perform Quality Control
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
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450
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650
Dec-95
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Oct-98
Nov-98
3
σσσσ
3
σσσσ
Upper Control Limit
“UCL”
Mean
“µ µµµ”
Lower Control Limit
“LCL”
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Perform Quality Control
Perform Quality Control
PARETO DIAGRAMS/HISTOGRAMS
75
50
25
47% of All
Complaints
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Perform Quality Control
Perform Quality Control
STATISTICAL SAMPLING
PIE CHART
40 AIR TOXICITY
SAMPLES
85.00
88.83
92.67
96.50
100.33
104.17
More
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Perform Quality Control
Perform Quality Control
STATISTICAL SAMPLING
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Perform Quality Control
Perform Quality Control
FLOW CHARTS
Start
Finish
Process
Step
Decision
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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
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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
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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
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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)