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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.
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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-07/29/2019 100061970 PM0017 PM0017 Project Quality Management Summer Spring 2012
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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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7/29/2019 100061970 PM0017 PM0017 Project Quality Management Summer Spring 2012
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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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