Fall 2009 David Harris

MGMT631 Project ManagementMGMT631 Project Management

Slides SevenSlides Seven

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Session ObjectivesSession Objectives Balancing the project (Verzuh Chapt 9)Balancing the project (Verzuh Chapt 9) Quality issues & managementQuality issues & management

quality initiatives & management systems quality initiatives & management systems include ISO certification, Six Sigma & include ISO certification, Six Sigma & Capability Maturity Model (CMM) Capability Maturity Model (CMM)

(PMBOK) project quality management (PQM) (PMBOK) project quality management (PQM) supports quality planning, quality assurance, supports quality planning, quality assurance, quality control & continuous improvement of quality control & continuous improvement of the project’s products & supporting the project’s products & supporting processesprocesses

Distinguish validation & verification activities Distinguish validation & verification activities & how they support IT project quality & how they support IT project quality managementmanagement

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Balancing Projects (Verzuh #9)Balancing Projects (Verzuh #9)

Projects are dynamicProjects are dynamicSo we needSo we need

to manage scope throughoutto manage scope throughout to keep time in balanceto keep time in balance to keep dollars in balanceto keep dollars in balance to keep resources in balanceto keep resources in balance

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Project Dynamics:Project Dynamics:The Triple ConstraintsThe Triple Constraints

Scope

Quality

CostCost TimeTime

ResourcesResources

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Balancing Projects (cont.)Balancing Projects (cont.)

Balancing a project (three levels)Balancing a project (three levels) project itself, balance to keep on project itself, balance to keep on

tracktrackcost, schedule, qualitycost, schedule, quality

if not re-evaluate business caseif not re-evaluate business case may need to rebalance at may need to rebalance at

enterprise levelenterprise level

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Balancing at Project LevelBalancing at Project Level

Re-estimate to checkRe-estimate to checkReassign, take advantage of floatReassign, take advantage of floatAdd people but . . . Add people but . . .

Cutting functionality & Cutting functionality & performance not optionsperformance not options

BUT what about phases?BUT what about phases?

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Balancing at Project Level (cont.)Balancing at Project Level (cont.)

Bring in expertiseBring in expertise from inside organizationfrom inside organization outsource (be aware of vendor risks)outsource (be aware of vendor risks)

Outsource entire project Outsource entire project your org is still responsibleyour org is still responsible risksrisks

Work overtime, but . . .Work overtime, but . . .

Fall 2009

Balancing at Business Case LevelBalancing at Business Case Level Reduce scopeReduce scope Fast trackingFast tracking

overlap rather than in sequenceoverlap rather than in sequence can reduce by up to 40%can reduce by up to 40% but riskybut risky

Phase product deliveryPhase product delivery deliver something ASAPdeliver something ASAP

Quick & Dirty, then rebuild it right Quick & Dirty, then rebuild it right Translate “Quick & Dirty” as “Interim Solution”Translate “Quick & Dirty” as “Interim Solution”

If all else fails becomes enterprise issueIf all else fails becomes enterprise issue

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Quality of IT ProjectsQuality of IT ProjectsJokes about the poor quality of IT Jokes about the poor quality of IT

products products People seem to accept systems People seem to accept systems

being down occasionally or being down occasionally or needing to reboot their PCsneeding to reboot their PCs

Many examples in the news about Many examples in the news about quality problems related to ITquality problems related to IT

Fall 2009

What Is Quality?What Is Quality?

ISO: International Organization for ISO: International Organization for Standardization defines quality as:Standardization defines quality as:

The totality of characteristics of an entity The totality of characteristics of an entity that bear on its ability to satisfy that bear on its ability to satisfy statedstated or or impliedimplied needs needs

Other define quality based onOther define quality based on conformance to requirements: meeting written conformance to requirements: meeting written

specifications (? perceptions)specifications (? perceptions) fitness for use: ensuring a product can be fitness for use: ensuring a product can be

used as it was intendedused as it was intended

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Modern Quality ManagementModern Quality Management

Modern quality managementModern quality management requires customer satisfactionrequires customer satisfaction prefers prevention to inspectionprefers prevention to inspection recognizes management recognizes management

responsibility for qualityresponsibility for quality

Noteworthy quality (TQM) experts Noteworthy quality (TQM) experts include Deming, Juran, Crosby, include Deming, Juran, Crosby, Ishikawa, Taguchi, FeigenbaumIshikawa, Taguchi, Feigenbaum

Business Reengineering & Quality ManagementBusiness Reengineering & Quality Management

Business QualityImprovement

Business QualityImprovement

BusinessReengineering

BusinessReengineering

DefinitionDefinition

TargetTarget

PotentialPaybackPotentialPayback

RiskRisk

What Changes?What Changes?

PrimaryEnablersPrimaryEnablers

Incrementally Improving Existing ProcessesIncrementally Improving Existing Processes

Radically Redesigning Business SystemsRadically Redesigning Business Systems

Any ProcessAny Process Strategic Business ProcessesStrategic Business Processes

10%-50% Improvements10%-50% Improvements 10-Fold Improvements10-Fold Improvements

LowLow HighHigh

Same Jobs - More EfficientSame Jobs - More Efficient Big Job Cuts; New Jobs; Major Job RedesignBig Job Cuts; New Jobs; Major Job Redesign

IT and Work SimplificationIT and Work Simplification IT and Organizational RedesignIT and Organizational Redesign

WysockiWysockiContinous Quality Management ModelContinous Quality Management ModelImproving business processesImproving business processes

Project Quality Management (PQM) - Project Quality Management (PQM) - PMBOKPMBOK

The processes required to ensure that the The processes required to ensure that the project will satisfy the needs for which it project will satisfy the needs for which it was undertaken. It includes all activities was undertaken. It includes all activities of the overall management function that of the overall management function that determine the quality policy, objectives, determine the quality policy, objectives, and responsibility and implements them and responsibility and implements them by means of quality planning, quality by means of quality planning, quality assurance, quality control, and quality assurance, quality control, and quality improvement within the quality system.improvement within the quality system.

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PMBOK – Project Quality PMBOK – Project Quality Management ProcessManagement Process

Quality PlanningQuality Planning Determining which quality standards are Determining which quality standards are

important and how they will be met.important and how they will be met. Quality AssuranceQuality Assurance

Evaluating overall project performance to Evaluating overall project performance to ensure quality standards are being met.ensure quality standards are being met.

Quality ControlQuality Control Monitoring the activities and results of the Monitoring the activities and results of the

project to ensure that the project complies project to ensure that the project complies with the quality standards. with the quality standards.

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PQMPQM Focuses on project’s productsFocuses on project’s products

project’s most important product is the project’s most important product is the information system solution that the information system solution that the project team must deliverproject team must deliver

Focuses on project processFocuses on project process the activities, methods, materials, and the activities, methods, materials, and

measurements used to produce the measurements used to produce the product or serviceproduct or service

part of a quality chain where outputs of part of a quality chain where outputs of one process serve as inputs to other one process serve as inputs to other project management processes project management processes

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Programs & PeoplePrograms & People

ISO CertificationISO Certification Six Sigma initiativesSix Sigma initiatives AwardsAwards

Deming PrizeDeming Prize Malcolm Baldridge National Malcolm Baldridge National

Quality AwardQuality Award

Capability Maturity Model Capability Maturity Model (CMM)(CMM)

ShewhartShewhart Deming Deming JuranJuran IshikawaIshikawa CrosbyCrosby

Control Chart for Control Chart for a Process within a Process within Statistical ControlStatistical Control

Control Chart for Control Chart for a Process a Process NotNot in in

Statistical ControlStatistical Control

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Quality SystemsQuality Systems International Organization for International Organization for

Standardization (ISO)Standardization (ISO) Derived from Greek word “isos,” meaning Derived from Greek word “isos,” meaning

equalequal Formed in 1947Formed in 1947 Today has over 130 members “to facilitate Today has over 130 members “to facilitate

the international coordination and unification the international coordination and unification of industrial standards.”of industrial standards.”

Standards make up ISO 9000 (organizations) Standards make up ISO 9000 (organizations) & ISO 14000 (environmental) families& ISO 14000 (environmental) families

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Quality Systems Quality Systems IISO 9000 PrinciplesSO 9000 Principles

Customer FocusCustomer Focus LeadershipLeadership Involvement of PeopleInvolvement of People Process ApproachProcess Approach System Approach to ManagementSystem Approach to Management Continual ImprovementContinual Improvement Factual Approach to Decision MakingFactual Approach to Decision Making

importance of metricsimportance of metrics Mutually Beneficial Supplier Mutually Beneficial Supplier

RelationshipsRelationships

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Quality Systems Quality Systems 6 Sigma6 Sigma

Originated by MotorolaOriginated by Motorola Based on competitive pressures in Based on competitive pressures in

1980s – “Our quality stinks”1980s – “Our quality stinks”

SigmaSigma Defects Per MillionDefects Per Million

11 690,000690,000

22 308,537308,537

33 66,80766,807

44 6,2106,210

55 233233

66 3.43.4

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Quality Systems Quality Systems 6 Sigma6 Sigma

Six Sigma framework Six Sigma framework

(D-M-A-I-C cycle)(D-M-A-I-C cycle) Define Define Measure Measure Analyze Analyze Improve Improve Control Control

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Quality Systems: Capability Maturity Model (CMM)Quality Systems: Capability Maturity Model (CMM)

Software Engineering Institute (SEI) at Software Engineering Institute (SEI) at Carnegie-Mellon UniversityCarnegie-Mellon University

set of recommended practices for a set of key set of recommended practices for a set of key process areas specific to software process areas specific to software development. development.

guidance as to how organization can best guidance as to how organization can best control its processes for developing & control its processes for developing & maintaining software.maintaining software.

path for helping organizations evolve their path for helping organizations evolve their current software processes toward software current software processes toward software engineering & management excellenceengineering & management excellence

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Levels of Software Process MaturityLevels of Software Process Maturity

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Focus on customer satisfactionFocus on customer satisfactionPrevention not inspectionPrevention not inspection Improve the process to improve Improve the process to improve

the productthe productQuality is everyone’s Quality is everyone’s

responsibilityresponsibilityFact-based managementFact-based management

The IT Project Quality Plan The IT Project Quality Plan Quality Philosophies & Principles Quality Philosophies & Principles

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The IT Project Quality Plan The IT Project Quality Plan Verification and Validation Verification and Validation

VerificationVerification Focuses on process-related activities to Focuses on process-related activities to

ensure that the products & deliverables ensure that the products & deliverables meet specified requirements before final meet specified requirements before final testingtestingTechnical ReviewsTechnical Reviews

Walk throughsWalk throughs

Business ReviewsBusiness ReviewsManagement ReviewsManagement Reviews

Are we building the product the right way?Are we building the product the right way?

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The IT Project Quality Plan The IT Project Quality Plan Verification and Validation Verification and Validation

ValidationValidation Product-oriented activities that attempt to Product-oriented activities that attempt to

determine if the system or project deliverables determine if the system or project deliverables meet the customer or client’s expectationsmeet the customer or client’s expectations

Testing - Does the system function as intended Testing - Does the system function as intended and have all the capabilities & features defined and have all the capabilities & features defined in the project’s scope and requirements in the project’s scope and requirements definition?definition?Unit TestingUnit Testing Integration TestingIntegration TestingSystems TestingSystems TestingAcceptance TestingAcceptance Testing

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IT Project Quality PlanIT Project Quality Plan Monitor and ControlMonitor and Control

Learn, Mature, and ImproveLearn, Mature, and Improve Lessons learnedLessons learned

ImprovementImprovementBest PracticesBest Practices

Quality Trade OffsQuality Trade Offs

Must quality software be bug-free, on-time, within Must quality software be bug-free, on-time, within budget and contain every feature users, budget and contain every feature users, stakeholders want?stakeholders want?

Edward Yourdon “When good enough is best” Edward Yourdon “When good enough is best” (Byte 9/96) argues(Byte 9/96) argues believing all bugs are evil & all requirements believing all bugs are evil & all requirements

must be met within tight budgets & schedules must be met within tight budgets & schedules will lead to failurewill lead to failure

OK for some bugs to into production, but NOT OK for some bugs to into production, but NOT the showstoppersthe showstoppers

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Quality Trade Offs (cont.)Quality Trade Offs (cont.)

TRIAGE to categorize requirementsTRIAGE to categorize requirements essential (must have)essential (must have) important (should have)important (should have) optional (could have)optional (could have) complete first two groups, with luck some of complete first two groups, with luck some of

thirdthird

Must continue to triage throughout Must continue to triage throughout project as needs/requirements changeproject as needs/requirements change

Quality: Be PracticalQuality: Be Practical James Bach James Bach

““Let’s be practical & make quality about consequences”Let’s be practical & make quality about consequences” PC Week 8/95PC Week 8/95

Contends there are many trade offs in every Contends there are many trade offs in every projectproject

We all produce “buggy” software; trick is not to We all produce “buggy” software; trick is not to ship wrong bugsship wrong bugs

Quality is optical illusionQuality is optical illusion emerges partly from the observedemerges partly from the observed partly from observerpartly from observer partly from act of observationpartly from act of observation

Bach (cont.)Bach (cont.) Argues as utilitarianArgues as utilitarian

rightness/wrongness not determined by intrinsic rightness/wrongness not determined by intrinsic goodness, rather by consequencesgoodness, rather by consequences

Software good enough when benefits outweigh risks Software good enough when benefits outweigh risks for stakeholdersfor stakeholders

Involve key stakeholdersInvolve key stakeholders identify consequences of choicesidentify consequences of choices weigh consequences against benefitsweigh consequences against benefits

If we didn’t accept trade offs & flexible definition If we didn’t accept trade offs & flexible definition of quality, there would be no software industryof quality, there would be no software industry

Weighing danger/risks of different factors is key Weighing danger/risks of different factors is key to controlling qualityto controlling quality

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Quality: Organization Influences & Quality: Organization Influences & Workplace FactorsWorkplace Factors Study by DeMarco & Lister: organizational issues Study by DeMarco & Lister: organizational issues

had a much greater influence on programmer had a much greater influence on programmer productivity than technical environment or productivity than technical environment or programming languagesprogramming languages

Programmer productivity varied by a factor of Programmer productivity varied by a factor of one to ten across organizations, but only by 21% one to ten across organizations, but only by 21% within same organizationwithin same organization

Study found no correlation between productivity Study found no correlation between productivity & programming language, years of experience, or & programming language, years of experience, or salarysalary

Dedicated workspaceDedicated workspace & & quiet work environmentquiet work environment were key factors to improving programmer were key factors to improving programmer productivityproductivity

Remember Importance of ProcessRemember Importance of ProcessProject Management Maturity ModelProject Management Maturity Model

1. Ad-Hoc: no defined systems & processes1. Ad-Hoc: no defined systems & processes

2. Abbreviated: some project management processes & 2. Abbreviated: some project management processes & systemssystems

3. Organized: standardized, documented project 3. Organized: standardized, documented project management processes & systems that integrated management processes & systems that integrated into rest of the organizationinto rest of the organization

4. Managed: Management collects & uses detailed 4. Managed: Management collects & uses detailed measures of effectiveness of project managementmeasures of effectiveness of project management

5. Adaptive: Feedback from project management 5. Adaptive: Feedback from project management process and from piloting innovative ideas & process and from piloting innovative ideas & technologies enables continuous improvementtechnologies enables continuous improvement

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Maturity Levels & DefectsMaturity Levels & Defects

Maturity levelMaturity level 11 22 33 44 55

Defects E/KSLOCDefects E/KSLOC 1212 66 2.52.5 0.90.9 0.30.3

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