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www.griffintate.com513-563-3545
W. Charles Slaven, PMP1
Project Management Quality
SWO PMI
Professional Development Day
November 21, 2002
W. Charles Slaven, PMPThe Griffin Tate Group, Inc.
Cincinnati, Ohio USA
www.griffintate.com
www.griffintate.com513-563-3545
W. Charles Slaven, PMP2
What is Quality?
• What makes a Quality Project?• Can it be determined?• How is it measured?• What is the difference between Project Quality & Product
Quality?• Is Quality the absence of defects?
• Regarding my Pen• Is it a quality pen?
• Projects must deliver using Quality• What the customer wants, needs or desires• What the internal sponsor and the staff also want?
www.griffintate.com513-563-3545
W. Charles Slaven, PMP3
Project Management
( A brief review)
Initiating, Planning, Executing, Controlling and Closing Out a Project requires the Project Manager to address the Project Triad – Where does Quality fit?
SCOPE
TIME RESOURCES
www.griffintate.com513-563-3545
W. Charles Slaven, PMP4
Project Quality
Scope and Quality cannot be separated.
The Acceptance or
Quality Criteria must be defined and achieved on all key Deliverables!
SCOPE
TIME RESOURCES
www.griffintate.com513-563-3545
W. Charles Slaven, PMP5
Project Quality Management
To accomplish superior project quality, we must implement processes that ensure the success of the project.
The processes that enable this are:
1. Quality Planning
2. Quality Assurance
3. Quality Control
www.griffintate.com513-563-3545
W. Charles Slaven, PMP6
What is Quality Planning?
It is identifying the standards (or acceptance criteria) that are relevant to the project and
determining how to satisfy them
www.griffintate.com513-563-3545
W. Charles Slaven, PMP7
What is Quality Assurance ?
A project should satisfy relevant quality standards if project evaluation
processes are properly used during Execution.
www.griffintate.com513-563-3545
W. Charles Slaven, PMP8
What is Quality Control?
Monitoring activities that are performed during the Controlling Phase tell us if results comply with the standards /
criteria set
….
Corrective and Preventive Actions are used to drive unsatisfactory
performance from our projects
www.griffintate.com513-563-3545
W. Charles Slaven, PMP9
How we achieve Project Quality?• We achieve Project Quality Through
• Dedicated effort of setting standards for our work• Understanding Customer Requirements (needs and
desires)• Implementing these requirements in all Actions and
Plans and Documents through • Planning• Directing and• ImplementingDoing the right thing right - the first time and every time
• And by building on a strong foundation of using modern quality management tools to• Monitor• Evaluate• Assess the processWhile conducting continuous improvement on the processes
www.griffintate.com513-563-3545
W. Charles Slaven, PMP10
Project Management
( A high level review to set the stage for Quality Project Management)
The Project Management Phases of Work apply to Project Quality Management and to all elements of the Project Management Discipline
1. Initiation2. Planning3. Execution and Control4. Close-Out
www.griffintate.com513-563-3545
W. Charles Slaven, PMP11
Quality Initiation
• Understanding the customer’s Requirements• Determining the Final Deliverable Acceptance Criteria• Establishing the Project Management Phases and Life
Cycle Stages, if applicable• Obtaining agreement on the technical approach to be used• Reaching agreement on the Status reporting and project
monitoring processes• Setting the risk limits for scope risk with the Sponsor• Obtaining the priorities from the Customer as to the
tradeoffs between scope, schedule and cost / resources
www.griffintate.com513-563-3545
W. Charles Slaven, PMP12
Quality Planning
1. Inputs1. Quality Policy2. Scope Statement3. Product specification4. Standards and
Regulations5. Other Process Outputs
2. Tools and Techniques1. Design of Experiments2. Cost of Quality3. Benchmarking4. Flowcharting5. Cost / Benefits
3. Outputs1. Quality Management
Plan2. Operational
Definitions3. Checklists4. Inputs to other
Processes
www.griffintate.com513-563-3545
W. Charles Slaven, PMP13
Quality Execution / Assurance
1. Inputs1. Quality Management Plans2. Results of Quality Control Measures3. Operational Definitions
2. Tools and Techniques1. Quality Planning Tools and Techniques2. Quality Audits
3. Outputs1. Quality Improvement
www.griffintate.com513-563-3545
W. Charles Slaven, PMP14
Quality Control
1. Inputs1. Work Results2. Quality Management Plan3. Operational Definitions4. Checklists
2. Tools and Techniques1. Inspections and Control Charts2. Statistical Sampling and Pareto charts3. Flowcharting and Trend analysis
3. Outputs1. Rework and Completed Checklists2. Process Adjustments and Completed Checklists3. Quality Improvement and sometimes, Breakthroughs
www.griffintate.com513-563-3545
W. Charles Slaven, PMP15
Quality Close-Out
• Documenting Lessons learned to improve the process for all projects and for all participants
• Quality is measured against expectations by the:• Team Members • Stakeholders• Sponsors • Champions • Customers • Users
www.griffintate.com513-563-3545
W. Charles Slaven, PMP16
What are the Primary Responsibilities of the PM ?
• Bringing mutual understanding of the customer’s requirements through analysis of the• Stated requirements and • Implied requirements
• Setting Customer Expectations• Developing the project plan with the
team’s inputs and the acceptance of the customer and sponsor
• Maintaining contact with and monitoring and reporting progress to the customer and stakeholders
www.griffintate.com513-563-3545
W. Charles Slaven, PMP17
Creating Successful Projects - a Quality Perspective
• Initiation• Get the required chartering data and hold a contracting
conference• Planning
• Getting the scope defined with acceptance criteria• Planning for the risk and contingencies • Setting the communication and accountability process in place• Developing the plan with consensus based on data
• Execution and Control• Monitoring and reporting progress of deliverables based on the
Acceptance Criteria• Managing and Controlling Change
• Close-Out• Documenting Lessons learned and Assigning Corrective Actions• Wrapping up the project and getting inputs from all Stakeholders• Celebrating Success
www.griffintate.com513-563-3545
W. Charles Slaven, PMP18
Applying Six Sigma to improve Project Quality
• Applying DOE to prototyping and pilots• Implement DMAIC• Drive out variation in your processes and drive
in predictability• Calculate and use Six Sigma – Analyze the data• Improve performance and analyzing the Cost of
Poor Quality and eliminate Root Causes of defects
• Use PDCA to implement improvements• Continue as long as improvements are cost
justified• Look for breakthrough opportunities – use out
of the box thinking
www.griffintate.com513-563-3545
W. Charles Slaven, PMP19
A recap of what is critical
• Understand the risk acceptance profile of the project and take appropriate measures to reduce risk
• Plan your project to deliver to specific acceptance criteria based on the customer’s requirements
• Monitor and Control to the Plan • Document lessons learned and define
better practices to improve quality on the all projects
www.griffintate.com513-563-3545
W. Charles Slaven, PMP20
Project Quality
• Planning including Initiation
• Requirements of scope
• Ongoing process
• Joint risk management process
• Evaluation
• Control and execution
• Tools and techniques
• Quantify
• User driven
• Assurance and acceptance criteria
• Limits of acceptable risk
• Improvements focused
• Timely communication
• Your responsibility
www.griffintate.com513-563-3545
W. Charles Slaven, PMP21
Reviewing Project Quality & Your Project
• Can you think of an example where the Quality of your Project suffered because of poor Quality Initiation, Planning, Execution and Control or Close-Out? • How? Where? When? What? Why?
• Or a time when the tools of Quality Planning contributed to a creative solution? • Why? Where? When? What? How?
• How Can You Use Your Knowledge and Understanding of Quality Planning to Improve the Performance of Your Project Team?
• Any Questions or Comments?
www.griffintate.com513-563-3545
W. Charles Slaven, PMP22
Contact Information for Reference
W. Charles Slaven, PMPThe Griffin Tate Group, Inc.
www.griffintate.comOffice 513 563 3545
Cell 513 382 3511