1.Quality Management HPM

8/6/2019 1.Quality Management HPM

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VIN CNG NGH THNG TIN& QUN TR TI CHNH

HARD SKILLS IN PROJECT

M ANAGEM ENT

Lecturer:Minh Nguyen D, PMP

Project Quality Management


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Modern Quality Terminology

Processes:

Plan Quality

Perform Quality Assurance

Perform Quality Control

Summary

Key terms



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Project Quality Management includes the processes and

activities of the performing organization that determine

quality policies, objectives, and responsibilities so that the

project will satisfy the needs for which it was undertakenPMBOK Guide, Fourth Edition

Processes:

Project Quality management

PerformQuality

Control

PerformQuality

Assurance

PlanQuality

Project QualityManagement

ClosingMonitoring

&

Controlling

ExecutingPlanningInitiating

KnowledgeArea

ProcessGroup

Adapted from PMBOK Guide, Fourth Edition


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Plan Quality

Find quality standards and requirements for products andproject management.

Create the quality management plan.


Use measurements from quality control to make sure we arefollowing the standards.

Determine if project comply with organizational and project

policies, processes, and procedures- Quality audit.


Measure quality to see if we are meeting the standards.

Submit change request.

The difference between Plan quality, Perform QualityAssurance, and Perform Quality Control


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The degree to which a set of

inherent characteristics of the

project fulfills requirements.PMBOK Guide, Fourth Edition

Definit ion of Quality


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Low-grade product andlow-Quality is different

Grade is a category assigned to products or services having

the same functional use but different technical characteristics.

If the product or project performance is of low quality. It is

always a problem. Low grade is (limited number of product features) is not a

problem if it meets requirements.

Definition of Grade


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Gold plating Giving the customer an extra.

PMI does not recommend.

Gold plating adds no value to theproject.


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Quality Theorists

Cost of poor quality

4 statement:

- Conformance to

requirements

- Zero Defects

- Quality prevention

- Cost of no

conformance

Crosby

Design StatisticsQuality is fitness

for use

Poor Quality

15% Worker

85% Process

- CWQC

Circle warranty

quality control)

- Continuous

improvement

- Cause and Effect

Fishbone

Ishikawa Diagram

- Juran Trilogy:

Quality Planning

Quality Control

Quality

Improvement

- Principle 80/20

- Customer

Satisfaction

- Cycle PDCA

(Plan, Do, Check,

Act)

- 14 steps to TQM

IshikawaJuranDemming


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Both modern Quality management and project management

acknowledge that the following concepts are of fundamental

importance:

Customer satisfaction

Prevention over inspection

Management responsibility

Continuous improvement

Basic of Modern Quality Management


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Customer Satisfaction

Project has to:

Understand

Evaluate

Define

Customers Needs and

Expectations

Customers

Requirements

Manage

Requirements


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Prevention over Inspection

Prevention

Plan, Design,

Build in Quality

Inspection

Quality is

inspected in

Cost of

preventing

mistakes

Cost of

correcting

mistakes

$$$

$$$$$


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Continuous improvement involves

continuously looking for small

improvements in quality.

PDCA cycle- basis for qualityimprovement established by Shewhart

and modified by Deming.

Quality improvement initiatives: TQM,

Six sigma

Continuous improvement (or Kaizen)


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Management is responsible to provide the project

team with the support necessary to successfully

achieve quality objectives.

Management support is crucial to ensure participationof all project team members, as well as other

stakeholders.

Management Responsibil ity


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Responsibili ty for quality

Everyone in the project or organization plays a role in,

and has responsibilities for quality relating to his or her

work.

Ultimate responsibility for the quality of the product ofthe project

Project manager

Ultimate responsibility for quality in the organization

Senior management


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Just in t ime (JIT) To decrease inventory to close to zero

Total Quality Management (TQM)

This philosophy encourages companies and theiremployees to focus on finding ways tocontinuously improve the quality of theirbusiness practices and products.


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Impact of poor quality

Increase costs

Low customer satisfaction

Increase risk

Rework

Schedule delays

etc,


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Marginal analysis

Optimal quality is reached at the

point where the incremental

revenue from improvement

equals the incremental cost tosecure it.


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Mutual Exclusivity

When one choice excludes another or two events can

not both occur in a single trial.

Example, choosing to replace a metal-based product component with a

plastic-base component negates any options that involve using analuminium-base component.


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Normal Distribution The most commonly used

probability density distribution

chart (bell shaped).

Used to measure variations.

Mean = (O + 4ML + P) / 6

Standard Deviation or Sigma = (P O) / 6


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Statistical Independence The probability of one event does not affect the

probability of another.

Example, the errors in an order entry process wont have any

correlation to the mechanical breakdown of a truck in thetransportation system.


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Enterprise Environmental Factors inProject Quality Management

Governmental agency regulations.

Rules, standards, and guidelines specific

to the application area.

Working/operating conditions of the

project/product which may affect project

quality.


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Organizational process assets inProject Quality Management

Quality standards and policies.

Standard work guidelines.

Issue and defect reporting procedures

and communication policies.

Historical databases.

Lessons learned from previous projects.

Quality policy

A formal statement of how

management will perform with

respect to quality

The Project manager is

responsible for ensuring theproject team uses the

companys quality policy


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Processes:

Plan Quality



Summary

Key terms



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Identifying quality requirements and/or

standards for the project and product, and

documenting how the project will demonstrate

compliance.

PMBOK Guide, Fourth Edition

Plan Quality


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Plan Quality

Inputs Tool & Techniques.1 Scope baseline

.2 Stakeholder register

.3 Cost performance baseline

.4 Schedule baseline

.5 Risk register

.6 Enterprise environmentalfactors

.7 Organizational processassets

.1 Cost-benefit analysis

.2 Cost of quality

.3 Control charts

.4 Benchmarking

.5 Design of experiments

.6 Statistical sampling

.7 Flowcharting

.8 Proprietary qualitymanagement

methodologies.9 Additional quality planning

tools

Outputs

.1 Quality management plan

.2 Quality metrics

.3 Quality checklists

.4 Process improvement plan

.5 Project document updates



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Cost Benefit analysis Weighs the benefits versus the cost of meeting

quality requirements

Benefits:

Less rework,

Lest waste, lower laborand materials cost

Fewer product returns

Improve customersatisfaction

Costs:

Preventioncosts

Appraisal costs

Failure costs


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Cost of quality (COQ)

Includes all costs incurred over the life of the product.

Cost of Quality

Fail costs arealso called cost

of poor Quality


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Control chart Out of control:

A data point falls outside of the upper and lower control limit

or rule of seven.

Assignable cause/ Special cause variation:

A data point or rule of seven that required investigation to

determine the cause of variation


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Benchmarking

Looking at other projects (within the organization or

outside) to identify best practices, get ideas for

improvement, and provide a basis for measuring

performance.

Example, you will find that last project in your company had 20% fewer

defects than one before it. You would want to put in practice any of

ideas they used to make such a great improvement.


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DOE (Design of Experiments)

A statistical method to create a set of tests to determinewhich factors may influence specific variables of a product orprocess under development or in production.

Purpose of DOD:

1) Used in Plan Quality process to determine the number andtype of tests and their impact on cost of quality.

2) To optimize products or processes


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Statistical sampling

Choosing part of a population of interest for inspection.

Studying the entire population would:

Take too long

Cost too much

Be too destructive

Sample frequency and sizes should be determined

during the Plan Quality process.


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Flowcharting

A graphical representation of a

process showing the relationships

among process steps

During quality planning,flowcharting can help the project

team anticipate quality problems

that might occur.


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Proprietary Quality Management Methodologies 3 or 6 Sigma (Standard deviation):

Represents the level of quality that a company decided to try

to achieve.

6 sigma less than 1.5 out of 1 million products produced

will have a problem.

3 sigma approximately 2.700 product will have a problem.

1 sigma = 68,26%2 sigma = 95,46%

3 sigma = 99,73% 6 sigma = 99,99985%

Learn Six Sigma Quality Function Deployment

CMMI


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Additional quality planning tools

Brainstorming

Affinity diagram

Force field analysis

Nominal group techniques Matrix diagram

Prioritization matrices


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Quality management plan Describes how the project management team will

implement the performing organizations quality policy.

Includes the intended approach for the projects qualitycontrol, quality assurance, and continuous process

improvement. The quality standards that apply to the project

Who will be involved in managing quality, when

The reports that will address quality

What metric will be used to measure quality

What part of the project or deliverables will bemeasured and when?


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Quality metrics Used in the quality assurance and quality control

processes to measure how well your project meet

quality expectations.

The tolerance defines the allowable variations on themetrics.

Some examples, a metric related to the quality objective of staying

within the approved budget by 10% or

The number of items that fail inspection or

The number of bugs found in software that being developed


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Quality Checklist

A list of items to inspect, a list of steps to

be performed.

Quality checklists are used in the quality

control process.


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Processes:

Plan Quality



Summary

Key terms



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The process ofauditing the quality requirements

and the results from quality control measurements

to ensure appropriate quality standards and

operational definitions are used.

PMBOK Guide, Fourth Edition


Perform Quality Assurance to answer

Are we using the standards? Can we improve the standards while the

project work is being done?


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Inputs Tool & Techniques.1 Project management plan

.2 Quality metrics

.3 Work performance

information

.4 Quality controlmeasurements

.1 Plan Quality and PerformQuality Control tools andtechniques

.2 Quality audits

.3 Process analysis

Outputs

.1 Organizational processasset updates

.2 Change requests

.3 Project management planupdates





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Quality Control Measurements

The results of quality control activities.

They are used to analyze and evaluate the

quality standards and processes of the

performing organization.


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Plan Quality and Perform Quality Control Toolsand Techniques

Tools and Techniques from Plan Quality

Cost-benefit analysis

Flowcharting Cost of Quality

Tools and Techniques from Perform Quality Control

Cause and effect diagram

Flowcharting


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Process Analysis Follows the steps outlined in the process

improvement plan to identify needed improvements.

Process analysis includes root cause analysisa

specific technique to identify a problem and developpreventive actions.


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Processes:

Plan Quality



Summary

Key terms



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Monitoring and recording results of executing the quality

activities to assess performance and recommend

necessary changes.

Quality control is performed throughout the project by aquality control department or similarly titled

organizational unit.

Quality control activities identify causes of poor process or

product quality and recommend and/or take action to

eliminate them.



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Perform Quality Control vs. PerformIntegrated change control

Perform Quality

ControlPerform Integrated

change Control

Is a change needed?

1.Identities a potentialquality problem

2.Analyzes the problem to

determine whether a

change is needed?

A formal process that

defines how project

documentation and

deliverables, changed,

and approved


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Quality control responsibility Quality control Department (if exist) is responsible

for reducing defects, lossthrough inspection and

sampling.

Project team members (if Quality control

department does not exist).


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Perform Quality ControlInputs Tool & Techniques

.1 Project management plan

.2 Quality metrics

.3 Quality checklists

.4 Work performancemeasurements

.5 Approved change requests

.6 Deliverables

.7 Organizational processassets

.1 Cause and effect diagrams

.2 Control charts

.3 Flowcharting

.4 Histogram

.5 Pareto chart

.6 Run chart

.7 Scatter diagram

.8 Statistical sampling

.9 Inspection

.10 Approved change requestsreview

Outputs

.1 Quality controlmeasurements

.2 Validated changes

.3 Validated deliverables

.4 Organizational processassets updates

.5 Change requests

.6 Project management planupdates




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Cause and effect diagram (Fishbone orIshikawa diagram)

Illustrate how various factors might be linked to potential

problems or effects.

Help find the root causes of defect so you can think ofhow you might prevent the defect in the future.


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Flowcharting Show how process or system flows from the

beginning to end & a picture of the whole process

In Plan quality: analyze potential future quality

problems & determine quality standards In Perform quality control: analyze quality

problems


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Histogram A vertical bar chart showing how often a particular variable

state occurred.

This tool helps illustrates the most common cause of problems

in a process by the number and relative heights of the bars.


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Pareto chart A specific type of histogram, ordered by frequency of

occurrence.

Helps identify which root causes are resulting in most

problems.

The project team should address the causes creating

the greatest number of defects first.


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Pareto chart


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Run chart A run chart shows the history and

pattern of variation.

Run charts show trends in a

process over time, variation over

time, or declines or improvements

in a process over time.

Example, trend analysis to monitor

technical performance to see How many

errors or defects have been identified?


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Scatter diagrams This tool allows the quality team to study and

identify the possible relationship betweenchanges observed in two variables.


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Inspection Looking at the deliverables and see if they conform to

documented standards and requirements.

The results of an inspection generally include

measurements and may be conducted at any level.

Inspections may be called reviews, peer reviews, audits,

or walkthroughs.


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Quality control measurements The documented results of quality control activities

in the format specified during quality planning.

Outputs from the inspections to show the numbers

of defects or numbers of tests that passed or failed.

Results from the repairs youve made.


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Validated Changes Any changed or repaired items are inspected and

will be either accepted or rejected before

notification of the decision is provided.

Validated deliverables

If defects found, the team needs to fix themand thenthose repairs need to be checked, to make sure thedefects are now gone.

Validated deliverables are an input to Verify Scope forformalized acceptance.

A goal of quality control is to determine the correctnessof deliverables.


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Quality MUST BE planned, designed, and built innot

inspected in.

Plan quality: find quality standards and requirements for

products and project management. Perform Quality assurance: determine if project comply

with organizational and project policies, processes, and

procedures.

Perform Quality control: identify causes of poor process or

product quality and recommend and/or take action toeliminate them.

Summary


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Definition of Quality

Quality v/s Grade

Gold plating

Prevention over Inspection

Marginal analysis

Continuous Improvement (Kaizen)Just in Time (JIT)

Total Quality Management (TQM)

Responsibility for quality

Impact of poor quality

Cost benefit analysis

Cost of Quality (COQ)Benchmarking

Design of Experiments (DoE)

Statistical Sampling

Quality Metrics

Key termsQuality Audits

Mutual Exclusivity

Probability

Normal Distribution

Statistical Independence

Standard Deviation (or Sigma)3 or 6 Sigma

Cause and effect diagram

Flowcharting

Histogram

Pareto chart

Run chartScatter diagram

Control chart

Rule of Seven


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1.Quality Management HPM

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