Pmp quality chapter 8

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Project Quality ManagementChapter 8

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Quality Theories

Evolution of Quality Management

8.1 Plan Quality Management

8.2 Perform Quality Assurance

8.3 Control Quality

KEY TERMS

Project Quality Management

Knowledge

Area

Process

Initiating Planning ExecutingMonitoring &

ControlClosing

Cost8.1 Plan

Quality

Management

8.2 Perform

Quality Assurance

8.3 Control

Quality

Enter phase/

Start project

Exit phase/

End project

Initiating

Processes

Closing

Processes

Planning

Processes

Executing

Processes

Monitoring &

Controlling Processes

Quality is the degree to which the project fulfills

requirements.

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8.1 Plan Quality Management

The process of identifying quality requirements and/or

standards for the project and its deliverables and

documenting how the project will demonstrate compliance

with quality requirements.

8.2 Perform Quality Assurance

The process of auditing the quality requirements and the

results from quality control measurements to ensure that

appropriate quality standards and operational definitions are

used.

8.3 Control Quality

The process of monitoring and recording results of

executing the quality activities to assess performance and

recommend necessary changes.

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Joseph

Juran

• 80/20 principle, top management

involvement. Quality is fitness for use.

• Advocated top management involvement

Quality Theorists

Philip

Crosby

• Cost of poor quality, prevention over

inspection and zero defects.

• Quality = Conformance To Requirements

Edwards

Deming

• 14 steps of Total Quality Management,

Plan-Do-Check-Act cycle.

• Basis for quality improvement.

Quality Concepts

Quality vs. Grade

Quality: the degree to which a set of inherent characteristics fulfill requirements

Quality level that fails to meet quality requirements is always a PROBLEM

Grade: a category assigned to product or service having the same functional use but different technical characteristics

Low grade may not be a problem

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• Customer satisfaction

• Conformance to requirement

• Fitness for use: product/service produced must satisfy real needs

• Prevention over inspection

• Cost of preventing mistakes < cost of correcting

• Continuous improvement (Kaizen) Japanese concept

• Based on PDCA cycle

• Using quality improvement initiatives e.g. TQM, 6 sigma

• Management responsibility

• To provide the resource needed to succeed

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Gold Plating: giving the customer extras not recommended

Marginal Analysis: looking for the point where..benefits/revenue to be received from improving quality EQUALS the incremental cost to achieve that quality

Just in Time (JIT): just when they are needed or just before they are needed. It forces attention on quality practices.

decreasing inventory to close to zero.

Total Quality Management (TQM) Company & their employees focus on finding ways to continuous

improve the quality of their business practices & products.

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• ISO to help ensure that organizations have quality

procedures and that they follow them.

• Six Sigma a methodology for organizational

process improvement and achieving high levels of

correctness with extremely reduced variances.)

• 1 sigma = 68.26 %

• 2 sigma = 95.44 %

• 3 sigma = 99.73 %

• 6 sigma = 99.99 %

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8.1- Plan Quality Management

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8.1- Plan Quality Management.

The process of identifying quality requirements and/or

standards for the project and its deliverables and

documenting how the project will demonstrate compliance

with quality requirements.

8.1- Plan Quality Management INPUTS

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1. Project

Management Plan

• Scope baseline

• Work Breakdown Structure

• WBS Dictionary

• Schedule baseline

• Cost baseline

• Other management Plans

2. Stakeholder Register

3. Risk register

4. Requirements Documentation

5. OPA

8.1- Plan Quality Management T & T

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• Cost-benefit Analysis The primary benefit of meeting

quality requirements is less rework, i.e., higher

productivity, lower costs and increased stakeholder

satisfaction.

• Benchmarking This technique involves looking at other

projects to get ideas for improvement on the current

project and to provide a basis (or benchmark) to use in

measuring quality performance.

• Meetings

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• Cost Of Quality

Refers to the total cost of the conformance work and the

nonconformance work


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• Design of Experiment DOE statistical method

• Helps identify which factors might influence specific variables.

• DOE can help shorten the time and effort required to discover the best

conditions to produce a quality deliverable

Which parts are

best integrated to

give best result


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• Seven Basic Quality Tools 7QC Tools

used within the context of the PDCA Cycle to solve quality-

related problems.

1. Cause-and-effect (fishbone diagrams / Ishikawa diagrams) Trace

the problem’s source back to its “actionable root cause”

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2. Flowcharting (Process Map) a graphical representation of a

process showing the relationships among process steps and display the

sequence of steps

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3. Check sheet (Tally Sheet) a type of checklist that can be used to

keep track of data such as quality problems uncovered during inspections.

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4. Pareto Diagram (Pareto Chart)

Identify the vital few sources that are responsible for causing most of a

problem’s effects.

• Focus attention to most

critical issues

• Pareto Principle :

80/20 principle states that

80 percent of problems

are due to 20 percent of

the root causes

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5. Histograms

A bar chart and are used to describe the central tendency, distraction.

Does not consider the influence of time on the variation exists within a

distribution.

Helps identify which Problems are worth dealing with.

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6. Control Charts

Graphic displays of the results, over time, of a process; used to assess

whether the process is “in control”.

Control Limits : represent the performing organization's standards

Mean (Average) : It shows the middle of the range of acceptable variation.

Specification Limits : represent the customer's expectations or contractual

requirements

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6. Control Charts

• Rule of Seven : seven points toward upper or lower control limit may indicate

that process is out of control

Assignable causes – Variations may be caused by differences in

machines, workers overtime, etc. Identify the root cause.

A process is considered out of control when :

1. a data point exceeds a control limit.

2. seven consecutive plot points are above the mean

3. seven consecutive plot points are below the mean.

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Upper

control limit

Mean Line

(center )

Out of control

Assignable/special

cause

Specification limit:

is point determines by

customer, not calculated

based on control chart

Normal and expected

variation Usually 3 or 6

sigma

Rule of seven (non random

data points) Out of control

Assignable/special cause

Normal

distribution

curve

Lower

control limit

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7. Scatter diagrams ( correlation charts )

• Tracks two variables to determine their relationship.

• Determines the relationship of independent variables such as paint

quantity, dryer fan speed, and door weight to the dependent variable of

drying time.

Door Paint Spray

Quantity (mL/sqm)Dryer Fan Speed

(rpm)Door weight

Do

or

Dry

ing

Tim

e(m

inu

tes)

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• Statistical Sampling


Involves choosing part of a population of interest for inspection

(e.g., selecting 10 samples of 75 electronic components).

Appropriate sampling can often reduce the cost of quality

control.

Brainstorming. This technique is used to generate ideas.

Nominal group technique. This technique is used to allow

ideas to be brainstormed in small groups and then reviewed by

a larger group.

• Additional Quality Planning Tools

8.1- Plan Quality Management Outputs

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Quality

Management

Plan

• What processes will be followed to help ensure

quality

• Review of earlier decisions to make sure those

decisions are correct

• The meetings to be held addressing quality

• The reports that will address quality

• What metrics will be used to measure quality

• What parts of the project or deliverables will be

measured and when

Process

Improvement

Plan

• Process boundaries. purpose of the process, the start

and end of the process, its inputs

and outputs, the process owner, and the stakeholders of

the process.

• Process configuration. Provides a graphic depiction of

processes, How to improve quality processes.

• Process metrics.

• Targets for improved performance.

8.1- Plan Quality Management Outputs

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Quality Metrics

• How the control quality process will measure the

deliverables / product.

• What is the measures for each part including

time / cost tolerance / quality accepted level.

Quality

Checklists

a structured tool, used to verify that a set of required

steps has been performed.

Project

Documents

Updates

• Stakeholder register assign new people for tasks.

• Responsibility assignment matrix (change

responsibilities.

• WBS and WBS Dictionary.

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8.2- Perform Quality Assurance

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8.2- Perform Quality Assurance.

The process of auditing the quality requirements and the

results from quality control measurements to ensure that

appropriate quality standards and operational definitions

are used.

Are we using the standard?

Can we improve the standard?

8.2- Perform Quality Assurance Inputs

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1. Quality Management Plan

2. Process Improvement Plan

3. Quality Metrics

4. Project Documents

5.

Quality Control

Measurements

• Are the results of control quality activities.

• Analyze and evaluate the quality of the

processes of the project against the standards

of the performing organization or the requirements

specified

.

• Compare the processes used to create the

measurements, and validate actual

measurements to determine their level of

correctness.

8.2- Perform Quality Assurance T & T

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• Quality Audits

• To see if you are complying to company policies,

standards & procedures.

• Determine whether they are used efficiently & effectively

• Identify all the good practices being implemented

• Identify all the gaps/shortcomings

• Look for new lesson learned & good practices

• Process Analysis

• Includes root cause analysis

• How is the processes going to

find out the defect.

• Quality Management and Control Tools

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1. Affinity Diagram: A technique that allows large numbers of ideas to be

classified into groups for review and analysis.


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2. Process Decision Program Charts Used to understand a

goal in relation to the steps for getting to the goal. The PDPC is useful as

a method for contingency planning.



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3. Interrelationship Digraphs analyze the relationships among

numerous different issues to find the root cause of the problem.



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4. Tree Diagrams (systematic diagrams )

• Used to represent decomposition hierarchies such as the WBS, RBS

(risk breakdown structure), and OBS (organizational breakdown

structure), RBS (resource breakdown structure)

• Decompose processes to find a solution to a problem, and arrive at

corrective or preventive action.



Arrive at school

on time

Arrive at school

late

Miss school

Catch 1st train

Catch 2nd train

Miss trains

Catch 1st bus

Catch 2nd bus

Miss buses

Leave

home

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4. Prioritization MatricesIdentify the key issues and the suitable alternatives to be prioritized as

a set of decisions for implementation



5. Activity Network Diagram if you're looking to improve time

management processes.

6. Matrix Diagrams• Used to perform data analysis within the organizational structure.

• Seeks to show the strength of relationships between factors,

causes, and objectives

8.2- Perform Quality Assurance Outputs

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1. Change Requests

2. Project Management Plan Updates

3. Project Documents Updates

4. OPA

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8.3- Control Quality

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8.3- Control Quality.

• The process of monitoring and recording results of

executing the quality activities to assess performance

• The key benefits of this process include

Identifying the causes of poor quality

Validating that project deliverables and work meet

the requirements

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8.3- Control Quality.

Prevention (Keeping errors out of the process).

Inspection (Keeping errors out of the hands of the

customer).

Attribute sampling ( either conform or not )

Variables sampling (degree of conformity)

Tolerance (range of acceptable results) and

Control limits (thresholds which may indicate out of

control)

8.3- Control Quality Inputs

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Project Management Plan

Quality Metrics

Quality checklists

Work Performance Data

Approved Change Requests

Deliverables

Project

Documents

• Agreements,

• Quality audit reports

• Training plans and assessments of effectiveness.

• Process documentation

OPA

8.3- Control Quality T & T

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Seven Basic Quality Tools

Statistical Sampling

Inspection

Approved Change Request Reviews

8.3- Control Quality Outputs

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Quality Control Measurements

Validated Changes

Verified Deliverables

Work Performance Information

Change Requests

Project Management Plan Updates

Project Document Updates

OPA

Questions

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1. When a product or service completely meets a customer's

requirements:

A. Quality is achieved.

B. The cost of quality is high.

C. The cost of quality is low.

D. The customer pays the minimum price.

Questions

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1. When a product or service completely meets a customer's

requirements:

A. Quality is achieved.

B. The cost of quality is high.

C. The cost of quality is low.

D. The customer pays the minimum price.

Answer : A

Questions

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2. To what does the following definition refer? "The point

where the benefits or revenue to be received from improving

quality equals the incremental cost to achieve that quality ?

A. Quality control analysis

B. Marginal analysis

C. Standard quality analysis

D. Conformance analysis

Questions

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2. To what does the following definition refer? "The point

where the benefits or revenue to be received from improving

quality equals the incremental cost to achieve that quality ?

A. Quality control analysis

B. Marginal analysis

C. Standard quality analysis

D. Conformance analysis

Answer : B

Questions

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3. Who is ultimately responsible for quality management on

the project?

A. The project engineer

B. The project manager

C. The quality manager

D. The team member

Questions

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3. Who is ultimately responsible for quality management on

the project?

A. The project engineer

B. The project manager

C. The quality manager

D. The team member

Answer : B

Questions

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4. All the following are tools of Control Quality EXCEPT:

A. Inspection.

B. Cost of quality.

C. Pareto diagram.

D. Fishbone diagram.

Questions

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4. All the following are tools of Control Quality EXCEPT:

A. Inspection.

B. Cost of quality.

C. Pareto diagram.

D. Fishbone diagram.

Answer : B

Questions

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5. Pareto diagrams help the project manager:

A. Focus on the most critical issues to improve quality.

B. Focus on stimulating thinking.

C. Explore a desired future outcome.

D. Determine if a process is out of control.

Questions

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5. Pareto diagrams help the project manager:




D. Determine if a process is out of control.

Answer : A

Questions

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6. A control chart helps the project manager:




D. Determine if a process is functioning within set limits.

Questions

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6. A control chart helps the project manager:




D. Determine if a process is functioning within set limits.

Answer : D

Questions

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7. Testing the entire population would:

A. Take too long.

B. Provide more information than wanted.

C. Be mutually exclusive.

D. Show many defects.

Questions

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7. Testing the entire population would:

A. Take too long.

B. Provide more information than wanted.

C. Be mutually exclusive.

D. Show many defects.

Answer : A

Questions

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8. All of the following are examples of the cost of

nonconformance EXCEPT:

A. Rework.

B. Quality training.

C. Scrap.

D. Warranty costs.

Questions

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8. All of the following are examples of the cost of

nonconformance EXCEPT:

A. Rework.

B. Quality training.

C. Scrap.

D. Warranty costs.

Answer : B

Questions

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9. You are asked to select tools and techniques to implement

a quality assurance program to supplement existing quality

control activities. Which of the following would NOT be

appropriate for this purpose?

A. Quality audits

B. Statistical sampling

C. Pareto diagrams

D. Focus groups

Questions

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9. You are asked to select tools and techniques to implement

a quality assurance program to supplement existing quality

control activities. Which of the following would NOT be

appropriate for this purpose?

A. Quality audits

B. Statistical sampling

C. Pareto diagrams

D. Focus groups

Answer : DFocus groups are a tool of the Collect Requirements process, and

would not be useful in the Perform Quality Assurance process.

Questions

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10. As the project manager, you are preparing your quality

management plan. You are looking for a tool that can

demonstrate the relationship between events and their

resulting effects. You want to use this tool to depict the events

that cause a negative effect on quality. Which of the following is

the BEST choice for accomplishing your objective?

A. Histogram

B. Pareto diagram

C. Ishikawa diagram

D. Control chart

Questions

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10. As the project manager, you are preparing your quality

management plan. You are looking for a tool that can

demonstrate the relationship between events and their

resulting effects. You want to use this tool to depict the events

that cause a negative effect on quality. Which of the following is

the BEST choice for accomplishing your objective?

A. Histogram

B. Pareto diagram

C. Ishikawa diagram

D. Control chart

Answer : C

Pmp quality chapter 8

Leadership & Management

Transcript of Pmp quality chapter 8