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Chapter 7:
Project Quality Management
adopted from PMIs PMBOK 2000 and
Textbook : Information Technology Project Management(author : Dr. Kathy Schwalbe)
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Contents
Importance of Project Quality Management
Project Quality Management Processes
Quality planning, Quality assurance, Quality control
Quality Model: Malcolm Baldridge NationalQuality Award (MBNQA), CMM and ISO 9000
Software test
Methods to improve IT Project Quality
leadership
cost of quality
organizational and workplace factors
maturity models
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Quality of Information
Technology Projects Many people joke about the poor quality of ITproducts (MS windows joke!!)
People seem to accept systems being down
occasionally or needing to reboot their PCs
But quality is very important in many IT projects
Software quality is the key development in
modern IT industry. MicroSoft has spend 25% ofthe R&D in software reliability.
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What Is Project Quality
Management? The International Organization forStandardization (ISO) defines quality as the
totality of characteristics of an entity that bear on
its ability to satisfy stated or implied needs
Other experts define quality based on
conformance to requirements: meeting written
specifications
fitness for use: ensuring a product can be used as it
was intended
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Project Quality Management
Processes Project quality management includes thoseprocesses required to ensure that the projectsatisfies the needs for which it was undertaken.
There are 3 processes in Project qualityManagement:
Quality planning planning phase
Quality assurance executing phase
Quality control control phase
Compare to Jurans quality trilogy: Quality plan,Control control and Quality improvement
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Modern Quality Management
Modern quality management
requires customer satisfaction
prefers prevention to inspectionrecognizes management responsibility for
quality
Noteworthy quality experts includeDeming, Juran, Crosby, Ishikawa, Taguchi,
and Feigenbaum
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Quality Experts
Deming was famous for his work in rebuilding Japan andhis 14 points
Juran wrote the Quality Control Handbook and 10 steps toquality improvement
Crosby wrote Quality is Free and suggested thatorganizations strive for zero defects
Ishikawa developed the concept of quality circles andusing fishbone diagrams
Taguchi developed methods for optimizing the process ofengineering experimentation
Feigenbaum developed the concept of total quality control
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Quality Planning
11th of 21 of planning phase process
It is important to design in quality and communicate
important factors that directly contribute to meeting the
customers requirements know what customer want is the key in quality
but it is quite difficult to get this information
Design of experiments helps identify which variable have the
most influence on the overall outcome of a process
Many scope aspects of IT projects affect quality like
functionality, features, system outputs, performance,
reliability, and maintainability
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Inputs to Quality Planning
Quality policy
Defined by the ISO as the overall intentions anddirection of an organization with regard to quality as
formally expressed by top management. The performing organizations quality policy canserve as the policy for the project.
Scope statement
provides a documented basis for making future projectdecisions and for confirming or developing commonunderstanding of project scope among stakeholders.
The scope statement describes major productdeliverables and objectives that define the project.
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Inputs to Quality Planning (2)
Project description
documents the characteristics of the product or servicethat the project was undertaken to create. It details
various technical issues or concerns that may impactQuality Planning.
Standards and regulations
Inputs from authorities outside the performingorganization may impact Quality Planning.
Other process outputs
Outputs from the other PM knowledge areas mayimpact Quality Planning.
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Tools & techniques
Benefit/cost analysis involves estimating tangible and intangible benefits and costs of
meeting quality requirements and then using financial measuresto assess the relative desirability of the identified alternatives.
Benchmarking compares actual or planned project practices to other projects to
generate ideas for improvement and to provide a standard againstwhich to measure performance.
Flow-charting
involves creating any diagram detailing how elements of asystem relate to one another. Flow-charting techniquescommonly used in quality management includes: a) cause-and-effect diagrams; b) process flow charts.
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Tools & techniques (2)
Design of experiments
An analytical technique that helps identify withvariables have the most influence on the overall
outcome and helps determine an optimal solution froma relatively limited number of cases.
Cost of quality
The financial cost incurred to ensure quality. Theseare associated preventing, detecting, and correctingdefects.
Cost of quality includes (known as PAF cost) preventive costs
appraisal costs
failure costs (internal and external)
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Outputs from Quality Planning
Quality management plan
Part of the project plan. QMP describes how the PM team implementsthe quality policy. For the project, it covers a) quality control; b) qualityassurance; c) quality improvement.
Operational definitions
Also called metrics. They describe the specifics of what something is(such as work procedure or operation) and how the Quality Controlprocess measures it.
For example, convert a general objective of increase success rate toincrease success rate by 15% in 2 months to make it specific.
Checklists verify required steps have been performed or followed.
Inputs to other processes
provides the feedback loops to other processes to determine if QualityPlanning can identify a need for further activity in anther knowledgearea.
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Quality Assurance
2nd of 7 of executing phase process
Quality assurance includes all the activities
related to satisfying the relevant quality standards
for a project Another goal of quality assurance is continuous
quality improvement
Benchmarking can be used to generate ideas for
quality improvements
Quality audits help identify lessons learned that can
improve performance on current or future projects
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Inputs to Quality Assurance
Quality management plan
Part of the project plan. QMP describes how the PMteam implements the quality policy.
For the project, it covers a) quality control; b) qualityassurance; c) quality improvement.
Results of quality control measurements
records of quality testing and measurements, presentedin a format useful for comparison and analysis
Operational definitions (also called metrics)
describe an element and how the element is measuredby the Quality Control process.
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Tools & techniques
Quality planning tools and techniques
includes benefit/cost analysis, benchmarking, flow-
charting, and Design of Experiments.
Quality audits
A structured review of other QM activities to identify
the lessons learned that can improve the performance
of this project and other projects in the organization.
Such audits are an independent review of quality
management activities to a performance standard.
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Outputs from Quality Assurance
Quality improvements
Actions that increase the effectiveness and
efficiency of the project and provide added
benefits to stakeholders.
Implementing them usually involves preparing
change requests or taking corrective action in
accord with procedures for overall changecontrol.
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Quality Control
6th of 8 controlling phase process
determine the correctiveness of the work results involves monitoring specific project results to determine if they
comply with relevant quality standards
identify ways to eliminate causes of unsatisfactory performance
The main outputs of quality control process are acceptance decisions
rework
process adjustments Some tools and techniques include
pareto analysis
statistical sampling
quality control charts
testing
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Inputs to Quality Control
Work results The results of activities performed to accomplish the project.
Quality management plan Part of the project plan. QMP describes how the PM team
implements the quality policy. For the project, it covers a) qualitycontrol; b) quality assurance; c) quality improvement.
Operational definitions describe an element and how the element is measured by the
Quality Control process.
Checklists used to verify that a set of required steps has been performed.
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Tools & techniques
Inspection activities such as measuring, examining, and testing undertaken
to determine if results conform to requirements. It is alsoreference to reviews, product reviews, audits, and walk-through.
Control charts graphically display the results of a process. It helps to verify the
process is statistically in control
Pareto diagrams histograms, ordered by frequency of occurrence, that show how
many results were generated by type or category of identifiedcause. The ranking of categories can be used to guide correctiveaction.
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Tools & techniques (2)
Statistical sampling chose part of a population of interest for inspection. Appropriate
sampling can often reduce the cost of quality control.
Flow-charting
A graphical method of analysis that helps determine how andwhere quality problems occur. It can help to develop approachesto resolving the problems.
Trend analysis use mathematical techniques to forecast future outcomes based
on historical results. technical performance can be monitor to determine how many
defects or errors have identified and corrected, it is also possibleto monitor cost & schedule performance.
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Outputs to to Quality Control
Rework
any action taken to bring a defective or NC
item into compliance with required
Acceptance decisions
the results of inspecting items delivered.
Completed checklistsThese documents are part of the project.
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Outputs to to Quality Control (2)
Quality improvements outputs form the related process of quality assurance (QA). They
represent actions intended to increase the effectiveness andefficiency of the project.
They provide added benefits to stakeholders. Implementingquality improvements require preparation of change requires ortaking corrective actions.
Any improvements are managed according to procedures forOverall Change Control.
Process adjustments Immediate corrective or preventive action as a result of QualityControl measurements.
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Testing in software
Many IT professionals think of testing as a
stage that comes near the end of IT product
development Testing should be done during almost
every phase of the IT product development
life cycle
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Types of Tests
A unit test is done to test each individual
component (often a program) to ensure it is as
defect free as possible
Integration testing occurs between unit and systemtesting to test functionally grouped components
System testing tests the entire system as one entity
User acceptance testing is an independent testperformed by the end user prior to accepting the
delivered system
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Improving Information Technology
Project Quality
Several suggestions for improving quality
for IT projects include
Leadership that promotes qualityUnderstanding the cost of quality
Focusing on organizational influences and
workplace factors that affect quality
Following maturity models (CMM) to
improve quality
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Maturity Models
Maturity models are frameworks for helpingorganization improve their processes andsystems
Software Quality Function Deployment Model focuseson defining user requirements and planning softwareprojects
The Software Engineering Institutes CapabilityMaturity Model provides a generic path to process
improvement for software development Several groups are working on project management
maturity models
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Project Management Maturity Model
1. Ad-Hoc: The project management process is described as disorganized, andoccasionally even chaotic. The organization has not defined systems andprocesses, and project success depends on individual effort. There are chroniccost and schedule problems.
2. Abbreviated: There are some project management processes and systems in
place to track cost, schedule, and scope. Project success is largelyunpredictable and cost and schedule problems are common.
3. Organized: There are standardized, documented project management processesand systems that are integrated into the rest of the organization. Projectsuccess is more predictable, and cost and schedule performance is improved.
4. Managed: Management collects and uses detailed measures of the effectiveness
of project management. Project success is more uniform, and cost andschedule performance conforms to plan.
5. Adaptive: Feedback from the project management process and from pilotinginnovative ideas and technologies enables continuous improvement. Projectsuccess is the norm, and cost and schedule performance is continuouslyimproving.
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Summary
Importance of Project Quality Management
Project Quality Management Processes
Quality planning, Quality assurance, Quality control
Compare to Jurans quality trilogy: Quality plan, Control controland Quality improvement
Quality Model: Malcolm Baldrige Award, CMM and
ISO 9000
Quality Planning: identify customers requirements anddefine critical success factors
Quality Assurance: continuous quality improvement,
Benchmarking and Quality auditsChapter 7
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Summary (2)
Quality control: tools and techniques => Paretoanalysis, statistical sampling, quality controlcharts and testing
Software test is very key factors: unit test, Integration testing, System testing, User
acceptance testing
ways to improve IT Project Quality
leadership cost of quality
organizational and workplace factors
maturity modelsChapter 7
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