PMGT401-08 Project Quality Management-V04

7/30/2019 PMGT401-08 Project Quality Management-V04

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08 Project Quality Management

PMGT- 401:Project Management Fundamentals

PMGT- 401: Project Management Fundamentals © 2009 Bob Xourafas, P.Eng, PMP, Proprietary




Page 2PMGT- 401: Project Management Fundamentals © 2009 Bob Xourafas, P.Eng, PMP, Proprietary


08 Project Quality Management:Definition

Processes:• 8.1 Plan Quality - Planning

• 8.2 Perform Quality Assurance - Executing

• 8.3 Perform Quality Control – Monitoring & Controlling

Defini t ion:

The Project Qual i ty Management Know ledge Area assu res that the project meets the requirements that i t was und ertaken to produ ce.

The Quality Management Knowledge Area, which includes the Plan Quality,

Perform Quality Assurance, and Perform Quality Control processes, involves

the quality management of the project as well as the quality aspects of the

product or service the project was undertaken to produce.

These processes measure overall project performance and monitor project

results and compare them to the quality standards set out in the project

planning process to assure the customers will receive the product, service,

or result they commissioned.



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08 Project Quality Management:Process Mapping

Initiating

4.1 DevelopProjectCharter

Planning

4.2 Develop ProjectManagement Plan

5.1 CollectRequirements

5.2 Define Scope

5.3 Create WBS

6.1 Define Activities

6.2 SequenceActivities

6.3 Estimate ActivityResources

6.4 Estimate ActivityDurations

6.5 Develop Schedule

7.1 Estimate Costs

7.2 Determine Budget

8.1 Plan Quality

Executing

4.3 Direct andManage ProjectExecution

8.2 Perform QualityAssurance

Monitoring &Controlling

4.4 Monitor andControl ProjectWork

4.5 PerformIntegrated ChangeControl

5.4 Verify Scope

5.5 Control Scope

6.6 ControlSchedule

7.3 Control Costs

8.3 Perform QualityControl

Closing

4.6 Close Projector Phase





Keyword Definition Phase

PlanQuality Plan• What quality standards should be used

• How these standards will be met?

Standards, Benchmarking, Cost Benefits Analysis, Flowcharts, Experiment Design

Planning

PerformQuality

Assurance

Implement,check

overall

• Check the outputs of quality control measurements to verify if they meet the

overall quality standards• Are the quality standards still appropriate?

• What lessons are learned to improvequality?

Overall performance evaluation (regular review), audits of quality activities, lessons

learned identified

Execution

PerformQualityControl

Measuredetails,detailchecking

• Measure (test) to see if the specific quality standards have been met.

Review compliance with quality standards,use of quality control tools (Pareto,

Fishbone, Checklists, Control Charts)

Monitoring& Control

08 Project Quality Management:Overview





• Verify Scope vs. Perform Quality Control & Quality

Assurance• Verify Scope is primarily concerned with acceptance of the work resul ts

• Perform Quality Control is primarily concerned with

checking for c orrect w ork resul ts (assuring thatthe quality requirements are met).

• Perform Quality Control takes place prior to VerifyScope!

• Quality Assurance audits the quality requirementsand the results from quality control measurements toensure appropriate quality standards and operationaldefinitions are used. It concerns with the over allquality of the project.

08 Project Quality Management:Overview





8.1 Plan Quality



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8.1 Plan Quality:Inputs-Tools & Techniques-Outputs

Inputs

1. Scope baseline

2. Stakeholder register

3. Cost Performancebaseline

4. Schedule baseline

5. Enterpriseenvironmentalfactors

6. Organizationalprocess assets

Tools &Techniques

1. Cost-benefitanalysis

2. Cost of quality

3. Control charts

4. Benchmarking

5. Design of Experiments

6. Statisticalsampling

7. Flowcharting

8. Proprietary quality

managementmethodologies

9. Additional qualityplanning tools

Outputs

1. QualityManagement Plan

2. Quality metrics

3. Quality checklists

4. Process

improvement plan5. Project document

updates




• Plan Quality –Quality Management Plan

• Plan quality is a key process performed during the Planningprocesses and when developing the project management plan. Itshould be performed in conjunction with other Planning processes.

• The Plan Quality process is concerned with identifying whichquality standards are relevant to the project and devising aplan to meet and satisfy these standards.

• The quality management plan is an output of this process thatdescribes how the quality policy will be implemented by the projectmanagement team during the course of the project.

• Another key output of this process is the process improvementplan, which documents the actions for analyzing processes toultimately increase customer value.

8.1 Plan Quality:Definition

8 1 Pl Q li




• Quality in Terms of Best project management

practices• Fitness for use

• States that the product or service is capable of being used

• Fitness for purpose

• States that the product or service will meet its intended purpose

• Customer satisfaction

• States the customer’s feelings about a product or service

• Conformance to requirements• States the condition of the product or service in relation to the

customer’s requirements

• Managing quality effectively has a positive effect on morale,

costs, risk and customer satisfaction.


8 1 Pl Q lit




• Plan Quality Steps

• Determine a plan for quality

1. Find existing quality standards for product and projectmanagement.

2. Create additional project specific quality standards.

3. Determine what work is required to meet the standards.

4. Determine what measurements are required to determine if the project meets the standards.

5. Balance the needs for quality with scope, cost, time, risk andsatisfaction.

6. Develop a Quality Management Plan and add it to the Project

Management Plan.


Q




8.1 Plan Quality:Overview

• RESPONSIBILITY FOR QUALITY:

• The entire organization, the project team members, theproject manager, and the stakeholders are responsible for the quality assurance of the project.

• The project manager has the ultimate responsibility for thequality of the product of the project, but each team member must check his or her work - self-inspection.

• It is not acceptable for a team member to simply complete thework and then turn it over to the project manager or their manager for checking.

• Work should meet the project requirements and testing should

be done whenever appropriate before submission to the projectmanager.

• Senior management has the ultimate responsibility for qualityin the organization as a whole.

8 1 Pl Q lit





• Prevention over Inspection

• Quality must be ―planned‖ into the project, not ―inspected in‖after the fact to make certain the product or service meetsstakeholders’ expectations.

• Reason: The cost of non-conformance (rework, scrap,inventory cost, warranty cost) is higher than cost of conformance

• GOLD PLATING:

• Giving the customer extras (e.g., extra functionality, higher-

quality components, and extra scope of work or better

performance).

• Gold plating adds no value to the project. Often, such additions

are included based on the project team's impression of what

the customer would like.

8 1 Pl Q lit





Understand each of these men’s theories on the cost of quality:

Crosby = Zero defects and prevention or rework results.

Juran = Fitness for use, conformance. Quality by design.

Deming = Quality is a management problem.Shewhart = Plan-Do-Check-Act cycle.

TQM = Quality must be managed in and must be a continuousprocess.

Six Sigma = Six Sigma is a measurement-based strategy; nomore than 3.4 defects per million.

Kaizen = Continuous improvement; improve quality of peoplefirst.

Continuous improvement = Watch continuously for ways toimprove quality.

8 1 Pl Q lit




• PROBABILITY:

• The likelihood that something will occur, usually expressed

as a percent

• NORMAL DISTRIBUTION:

• A normal distribution is the most common probability

density distribution chart that is in the shape of a bell curve

and is used to measure variations.

• STANDARD DEVIATION (or sigma):

• A measure of how far you are from the mean (not the

median).

• (Remember (P - O)/6 is the PERT formula for standard

deviation using optimistic, pessimistic and most likely

estimates.)


8 1 Pl Q lit




3 OR 6 SIGMA:

Sigma is another name for standard deviation. 3 or 6sigma represents the level of quality that a company hasdecided to try to achieve. For example, at 6 sigma, only1 out of 10,000 doors produced will have a problem. At 3sigma, 27 out of 10,000 will have a problem.

+ or –1 Sigma is equal to 68.26




3 sigma is the most common

standard


8 1 Pl Q lit




• Proprietary Quality Management Methodologies

• Six Sigma is a quality management approach that is similar to TQMand is typically used in manufacturing and service-related industries.

Six Sigma is a measurement-based strategy that focuses on process

improvement and variation reduction by applying Six Sigma

methodologies to the project.

• There are two Six Sigma methodologies:• The first is known as DMADV (define, measure, analyze, design, and

verify) and is used to develop new processes or products at the Six

Sigma level.

• The second is called DMAIC (define, measure, analyze, improve, and

control) and is used to improve existing processes or products.

• Another tidbit you should understand about Six Sigma is that it aims to

eliminate defects and stipulates that no more than 3.4 defects per

million are produced.


8 1 Pl Q lit


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• Scope baseline (described in 05 Project Scope Management)

• Project Scope Statement

• WBS

• WBD dictionary

• Stakeholder register (described in 10 Project

Communications Management)

• Cost performance baseline (described in 07 Project Cost

Management)

• Schedule baseline (described in 06 Project Time

Management)• Risk register (described in 11 Project Risk Management)

8.1 Plan Quality:Inputs

8 1 Plan Q alit





• Enterprise Environmental Factors

• Standards and Regulations.

• The project management team must consider any application area-

specific standards or regulations that may affect the project.

Examples: IT standards, Construction standards, etc.

• A standard is something that’s approved by a recognized body and

that employs rules, guidelines, or characteristics that shou ld be

fol lowed.

• For example, the Americans with Disabilities Act (ADA) has

established standards for web page designers that outline

alternative viewing options of web pages for people with

disabilities. PMI guidelines regarding project management are

another example of standards.

• Standards aren’t legally mandatory , but it’s a good idea to

follow them. Many organizations (or industries) have standards

in place that are proven best practice techniques.

• Standards can be set by the organization, independent bodies

or organizations such as the International Organization for

Standardization (ISO), and so on.


8 1 Plan Quality:





• Enterprise Environmental Factors

• Standards and Regulations.

• A regulat ion is mandatory.

• Regulations are almost always imposed by governments or

institutions like the Canadian Medical Association. However,

organizations might have their own self-imposed regulations thatyou should be aware of as well.

• Regulations require strict adherence, particularly in the case of

government-imposed regulations, or stiff penalties and fines could

result—maybe even jail time if the offense is serious enough.


8 1 Plan Quality:





• Organizational Process Assets

• Quality Policy

• It’s a guideline published by executive management thatdescribes what quality policies should be adopted for projectsthe company undertakes. It’s up to the project manager tounderstand this policy and incorporate any predeterminedcompany guidelines into the quality plan.

• The quality policy of the performing organization can often beadopted ―as is‖ for use by the project.

• If the performing organization lacks a formal quality policy, or if the project involves multiple performing organizations (as witha joint venture), then the project management team will need to

develop a quality policy for the project.• Regardless of the origin of the quality policy, the project

management team is responsible for ensuring that the projectstakeholders are fully aware of the quality policy.


8 1 Plan Quality:





• Organizational Process Assets

• Quality procedures and guidelines

• Quality procedures and guidelines are developed in support of the quality policy.

• They apply the policy at the organizations operations level, i.e.projects, operations, maintenance, etc.

• Historical databases

• Lessons learned from other projects


8 1 Plan Quality:





• Cost-Benefit Analysis

• You’ve seen the cost-benefit analysis technique before in theInitiating process group. In the case of quality management,you’ll want to consider the trade-offs of the cost of quality.

• It’s cheaper and more efficient to prevent defects in the firstplace than to spend time and money fixing them later.

• The primary benefit of meeting quality requirements is lessrework, which means higher productivity, lower costs, andincreased stakeholder satisfaction.

• The primary cost of meeting quality requirements is theexpense associated with project quality managementactivities.

• It is a widely accepted principle of the quality managementdiscipline that the benefits must outweigh the costs.

8.1 Plan Quality:Tools & Techniques

8 1 Plan Quality:





• Cost of Quality (COQ)

• Total cost of all efforts to achieve product /service quality. It includes:

• Cost of conformance to requirements (money spent to avoid failures)

• Prevent ion cos t : Prevention means keeping defects out of the hands of customers. Prevention costs are the costs associated with satisfyingcustomer requirements by producing a product without defects or withinan acceptable defect range.

• Appr aisal cost : Appraisal costs are the costs expended to examine theproduct or process and make certain the requirements are being met.Appraisal costs might include costs associated with aspects such asinspections and testing.

• Cost of non-conformance (failure costs-money spent because of failures)

• In ternal fa i lure co st : These result when customer requirements are notsatisfied while the product is still in the control of the organization. Internalfailure costs might include corrective action, rework, scrapping, anddowntime.

• External fa ilure co st : These occur when the product has reached thecustomer who determines that the requirements have not been met. Costsassociated with external failure costs might include inspections at thecustomer site, returns, and customer service costs.

Costs of Conformance: Quality training, studies, surveys

Costs of Non-Conformance: Rework, scrap, inventory costs, warranty costs


8 1 Plan Quality:






• Control Charts• Graphical display of the project results, over time, of a product, process,

to determine if the process, product is within acceptable limits (“incontrol”) or outside the acceptable limits (“out of control)

• Control charts are used most often in manufacturing settingswhere repetitive activities are easily monitored.

• For example, the process that produces widgets by the case lot mustmeet certain specifications and fall within certain variances to beconsidered in control.

• However, you aren’t limited to using control charts only in themanufacturing industry.

• You can use them to monitor any output. You might consider usingcontrol charts to track and monitor project management processes.You could plot cost variances, schedule variances, frequency or

number of scope changes, and so on, to help monitor variances in theproject management process.

• As Plan Quality tools are used to establish the specification andcontrol limits that the project must meet

8 1 Plan Quality:





• Design of Experiments (DOE)

• Design of experiments (DOE) is a statistical technique that designs

and sets up experiments to determine the ideal solution for a problem

using a limited number of sample cases. It analyzes several variables

at once, allowing you to change all (or some of) the variables at the

same time and determine which combination will produce the best

result at a reasonable cost.• It is used most often concerning the product of the project but can

also be applied to project management processes to examine trade-

offs.

• Example:

• Senior employees will cost more than junior employees, but can alsobe expected to complete the assigned work in less time.

An appropriately designed “experiment” (in this case, computing

project costs and durations for various combinations of senior and

junior employees) will often allow determination of an optimal

solution from a relatively limited number of cases.


8 1 Plan Quality:





• Benchmarking

• Benchmarking involves comparing actual or planned project

practices to those of other projects to:

• Generate ideas for improvement

• Select best practice to use as standard for performance• Benchmarking example:

• if your current printer can produce 8 pages per minute and you’re

considering a new printer that produces 14 pages per minute, the

benchmark is 8 pages per minute.

• Benchmarking is used for process and product improvement

• The other projects may be within the performing organization or

outside of it, and may be within the same application area or in

another.


8 1 Plan Quality:





• Flowcharting

• Flowcharts are diagrams that show the logical steps that must beperformed in order to accomplish an objective. They can also show how

the individual elements of a system interrelate. Flowcharting can help

identify where quality problems might occur on the project and how

problems happen. This is important because it gives the project team

the opportunity to develop alternative approaches for dealing with

anticipated quality problems identified with this tool and technique.• Example: A risk management process flow chart.


8 1 Plan Quality:





• Statistical sampling

• Involves choosing part of a population of interest for inspection

• Additional Quality Planning Tools

• Brainstorming and the Nominal Group Technique (to be

covered in Project Risk Management)

• Affinity diagrams

• Affinity diagrams are used to group and organize thoughts and

facts and can be used in conjunction with brainstorming .

• After you’ve gathered all ideas possible with brainstorming, you

group similar ideas together on an affinity diagram.


8 1 Plan Quality:





• Additional Quality Planning Tools…

• Force field analysis

• Force field analysis is a method of examining the pros and cons of a

decision.

• Using the ―T-square approach‖ and list all the pros down the left

column and all the cons in the right.• Determine which of these elements in the list are barriers and which

are enablers to the project.

• Assign a priority or rank to each

• Develop strategies for leveraging the strengths of the high-priority

enablers while minimizing the highest-ranked barriers.

• Matrix diagram

• Include two, three, or four groups of information and show relationships

between factors, causes, and objectives. Data in a matrix is organized

in rows and columns


8 1 Plan Quality:





• Additional Quality Planning Tools…

• Prioritization matrices

• Prioritization matrices are useful when you need to prioritize

complex issues that have numerous criteria for decision making.

They’re best used in situations where you can use data or inputs

to score the criteria. They work similarly to a weighted scoring

model (I talked about those in Chapter 2) in that the mostimportant criteria carries the greatest weight.

• Proprietary quality management methodologies

• Six Sigma, Lean Six Sigma, CMMI, ISO, etc.


8 1 Plan Quality:





• Quality Management Plan

• The quality management plan describes how the project managementteam will enact the quality policy.

• It documents the resources needed to carry out the quality plan, the

responsibilities of the project team in implementing quality, and all the

processes and procedures the project team and organization should

use to satisfy quality requirements, including quality control, qualityassurance techniques, and continuous improvement processes.

• The project manager in cooperation with the project staff writes the

quality management plan. You can assign quality actions to the

activities listed on the WBS based on the quality plan requirements.

During the Perform Quality Control process, measurements will be

taken to determine whether the quality to date is on track with thequality standards outlined in the quality management plan.

• The quality management plan may be formal or informal, highly

detailed, or broadly framed, based on the requirements of the project.

8.1 Plan Quality:Outputs

8 1 Plan Quality:





• Quality Metrics

• A quality metric , also known as operational definition, describeswhat is being measured and how it will be measured by the

Perform Quality Control process.

• Example:

Let’s say you’re managing the development of a new housingcomplex and one of the deliverables is receiving 1000 doors by

December.

The operational definition or quality metric in this case might include

the date the doors must be delivered and a counting or inventory

process to ensure you received the number of doors you ordered.

Measurements consist of actual values, not ―yes‖ or ―no‖ results. In

our example, receiving the doors is a ―yes‖ or ―no‖ result (you have

them or you don’t), but the date it was delivered and the number of

pieces delivered are actual values.


8 1 Plan Quality:





• Quality Checklists

• A checklist is a structured tool, usually item specific, used toverify that a set of required quality steps/activities have been

performed.

• Example:


Step Activity Done?(Y/N/NA)

1.0 Document User Request for work

2.0 Create an EARS ticket

3.0 Document User Specifications

4.0 Document Technical Impact/Requirements of change to other areas

5.0 Document Issues & Risks

6.0 Review Specifications and Impacts with Business Owner and get their signoff to proceed

7.0 Document expected resource requirements from other groups

8.0 Create Time Estimate (effort and duration) of effort for changes

9.0 Gather Estimates from other required groups

8 1 Plan Quality:





• Process Improvement Plan

• The process improvement plan focuses on finding inefficiencies in a process or activity and eliminating them.

• The idea here is that if you’re doing activities or performing processes

that don’t add any value, you’ll want to either stop doing what you’re

doing or modify the process so that you are adding value.

• The process improvement plan is a subsidiary plan of the projectmanagement plan.

• Some of the elements you should consider when thinking about

process improvement are:

• the process boundaries, which describes the purpose for the process

and its expected start and end dates;• the process configuration so that you know what processes are

performed when and how they interact;

• the process metrics;

• and any specific elements you want to target for improvement.


8 1 Plan Quality:





• Quality Baseline

• Almost everything you’ve done throughout this processculminates in the quality baseline. The quality baseline is the

quality objective of the project. It’s the project’s agreement with

the stakeholders what you’ll use to measure and report quality

against as you perform the remaining Quality processes.

• Note:

• You cannot change the baseline without going through established

and agreed change control procedures.


08 P j t Q lit M t





8.2 Perform Quali ty Assu rance


8 2 Perform Quality Assurance:





8.2 Perform Quality Assurance:Inputs-Tools & Techniques-Outputs

Inputs

1. Projectmanagement plan(Qualitymanagement plan &Process

improvement plan)

2. Quality metrics

3. Work performanceinformation

4. Quality control

measurements

Tools &Techniques

1. Plan Quality andPerform QualityControl tools andtechniques

2. Quality audits3. Process analysis

Outputs

1. Organizationalprocess assetsupdates

2. Change requests

3. Projectmanagement planupdates

4. Project documentupdates







QualityPlanning

Plan

• What quality standards should be used



Planning

PerformQualityAssurance

Implement,checkoverall

• Check the outputs of quality control measurements to verify if appropriatequality standards and operational

definitions are used • Are the quality standards still appropriate?


Overall performance evaluation (regular

review), audits of quality activities, lessonslearned identified

Executing




Review compliance with quality standards,use of quality control tools (Pareto,

Fishbone, Checklists, Control Charts)

Monitoring& Control

8.2 Perform Quality Assurance:Quality Management Hints






8.2 Perform Quality Assurance:Definition

• The Perform Quality Assurance process involves performingsystematic quality activities on a regular basis and uses qualityaudits to determine which processes should be used to achievethe project requirements and to assure they are performedefficiently and effectively.

• Re-evaluating the specified quality standards, methods andprocedures used on the project

• Taking action to increase the effectiveness and efficiency of theproject to provide added benefits to the project stakeholders

• NOTE:

• The specified quality standards, methods and procedures arespecified in the Quality Assurance Plan

• The project team members, the project manager, and thestakeholders are responsible for the quality assurance of theproject. It could be that a quality assurance department or organization is assigned to the project to oversee theseprocesses. In that case, quality assurance might be provided to(rather than by) the project team.

8.2 Perform Quality Assurance:





8.2 Perform Quality Assurance:Definition

• Quality Assurance Steps

• Perform continuous improvement

• Conduct Quality Audits

• Correct deficiencies

• Identify improvements that the company needs to make

• Recommend changes and corrective actions to IntegratedChange Control






8.2 Perform Quality Assurance:Inputs

• We already have discussed the inputs to Perform Quality Assurance before, so we’ll move right into the tools andtechniques.






8.2 Perform Quality Assurance:Tools & Techniques

• Perform Quality Assurance Tools and Techniques

1. Plan Quality and Perform Quality Control tools and techniques2. Quality audits

3. Process analysis

• Plan Quality and Perform Quality Control toolsand techniques• Benefit/cost analysis

• Benchmarking

• Design of experiments

• Cost of quality

• Additional quality planning tools







• Quality Audits

• Quality audits are independent reviews performed by trainedauditors or third-party reviewers.

• Quality audits can be done on a regular schedule or at randomdepending on the organizational policies and quality managementplan.

• The purpose of a quality audit is the same as the purpose of thePerform Quality Assurance process—to identify ineffective and

inefficient processes used on the project. Audits result in quality improvements.

• Quality improvement includes:

• taking action to increase the effectiveness and efficiency of the project to provide added benefits to the projectstakeholders

• In most cases, implementing quality improvements will requirepreparation of:

• change requests or

• taking of corrective action, and

• will be handled according to procedures for integrated changecontrol







• Quality Audits…

• Experienced specialists generally perform quality audits. Thespecialist’s job is to produce an independent evaluation of thequality process.

• Some organizations are large enough to have their own qualityassurance departments or quality assurance teams; othersmight have to hire contract personnel to perform this function.

• Internal quality assurance teams report results to the projectteam and management team of the organization.

• External quality assurance teams report results to thecustomer.







• Process Analysis

• Process analysis looks at process improvement from anorganizational and technical perspective.

• Process analysis follows the steps in the process improvementplan and examines the following:

• Problems experienced while conducting the project

• Constraints of the project• Inefficient and ineffective processes identified during process

operation

• One of the techniques of process analysis includes performingroot cause analysis ( Remember to ask ―Why‖ FIVE TIMES!),

i.e. finding what is causing the quality problem. (I will discussroot cause analysis in the Risk Identification process in 11Project Risk Management)

• The result of this exercise will allow you to develop preventiveactions for quality problems that are similar to the problem you’reexamining or that have the similar root causes.






8.2 Perform Quality Assurance:Outputs

• The Perform Quality Assurance process has four outputs:

1. Organizational process assets updates

2. Change requests

3. Project management plan updates

4. Project document updates

• These aren’t new, but there is one new idea embeddedin the change request output.

• During this process, the recommended corrective actions,whether they are a result of a quality audit or process analysis,should be acted upon immediately.

• Example: Let’s say you’re manufacturing parts for one of thedeliverables of your project. Obviously, the moment youdiscover that the parts are not correct, you’d correct theprocess by calibrating the machine perhaps, or by usingdifferent raw materials, to make certain the parts are producedaccurately.






8.3 Perform Qual i ty Con trol


8.2 Perform Quality Control:






QualityPlanning

Plan

• What quality standards should be used



Planning

PerformQualityAssurance

Implement,checkoverall

• Check the outputs of quality control measurements to verify if they meet theoverall quality standards

• Are the quality standards still appropriate?


Overall performance evaluation (regular review), audits of quality activities, lessons

learned identified

Executing




Review compliance with quality standards,use of quality control tools (Pareto,Fishbone, Checklists, Control Charts)

Monitoring& Control

8 e o Qua ty Co t oQuality Management Hints

8.3 Perform Quality Control





Q yInputs-Tools & Techniques- Outputs

InputsTools &

Techniques

1 Cause-and-effect diagram

2 Control chart

3 Flowchart

4 Histogram

5 Pareto chart

6 Run chart

7 Scatter diagram

8 Statisticalsampling

9 Inspection

10 Approvedchange requestreview

Outputs

1. Projectmanagement plan(Qualitymanagement plan& Processimprovement plan)

2. Quality metrics

3. Quality checklists

4. Work performancemeasurements

5. Approved changerequests

6. Deliverables

7. Organizationalprocess assets

1 Quality controlmeasurements

2 Validated changes

3 Validateddeliverables

4 Organizationalprocess assetupdates (checklists,lessons learned)

5 Change requests

6 Project management

plan updates7 Project document

updates






Perform Quality Control Perform Quality Assurance is concerned with assuring that the

project is using the correct and most efficient processes to meetthe project requirements. Perform Quality Control is concernedwith the accuracy of the project results.

Involves monitoring specific project results to determine:

if they comply with relevant quality standards, and

identifying ways to eliminate causes of unsatisfactory results

Focuses on the correctness of work.

Project results include:

product results, such as deliverables, and

project management results, such as cost and scheduleperformance

It should be performed throughout the project

Q yDefinition






Perform Quality Control Steps1. Measure specific project results against the quality standards

set in the Quality Management Plan2. Understand the causes of variations

3. Recommend changes, corrective actions, preventive actionsand defect repair to the Integrated Change Control

4. Repair defects

5. Implement approved changes to the Quality Baseline6. Validate that the approved changes in fact work!

7. Identify Quality Improvements

Q yDefinition






Q yInputs

• We already have discussed the inputs to PerformQuality Control before, so we’ll move right into thetools and techniques.






yTools & Techniques

• The primary purpose of each of these tools is toexamine the product, service, or result as well as theproject processes for conformity to standards.

• If the results fall within the tolerance range specified, theresults are acceptable.

• Alternatively, if the results fall outside the tolerance range

specified, the results are unacceptable• If the results fall within the control limits set for the product

(as defined by the various tools and techniques that will bediscussed in the following slides), the process you areexamining is said to be in control

• Alternatively, if the results fall outside the control limits setfor the product (as defined by the various tools andtechniques that will be discussed in the following slides), theprocess you are examining is said to be out of control

8.3 Perform Quality Control:T l & T h i





• Cause-and-effect diagrams (also called

Ishikawa diagrams or fishbone diagrams)

yTools & Techniques

Show how variousfactors (causes and

sub causes) mightbe linked topotential problems(effects).Stimulate thinking,organize thoughts,and generatediscussion

Causes

Effect






yTools & Technique

Control Charts

• As Plan Quality tools are used to establish the specification andcontrol limits that the project must meet

• As Perform Quality Control tools are used to populate the chartswith actual measurements and determine if the measurementsare within acceptable ranges

0

0

2

4

6

8

10

Mean

Specification Limit

LSL

USL

Control Limit

LCL

UCL

5 10 15 20 25

Time






yTools & Technique

• Upper and Lower Control Limits (UCL & LCL)

• The acceptable range of variation of a process or product based on the

company’s quality standards ( for example 3 or 6 sigma, normal

distribution, etc.)

• Data points within this range are considered of as ‖in control‖ and are anacceptable range of variation, excluding the ―rule of seven‖.

• Data points outside this range means that the process or product is ―out of

control‖

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yTools & Technique

• Mean• Middle of the range of acceptable variations of the process or product

• Specification Limits• Represent the customer expectations or contractual requirements for

performance and quality on the project.• They are not calculated based on the control chart. They are inputs to the

chart from the customer.

• To meet the customer’s specification limits, the organization’s quality

standards must be stricter than those of the customer

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yTools & Technique

• Out of Control (Think of "out of control" as a lack of consistency

and predictability in a process)• The process or product is out of statistical control under of either of two

circumstances.

1. A data point falls outside either the upper or lower control limit

2. Non-random data points that are within the upper and lower control limits

such as the rule of seven.

• Assignable Cause/Special Cause Variation• A data point (outliners: singular measurements outside the bandwidth

between an upper and lower control limit) or a rule of seven that require

investigation to determine the cause of the variation.

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• Histograms

• Histograms are typically bar charts that depict the distribution of variables over time. In Perform Quality Control, A histogram is a bar

chart showing a distribution of variables. Each column represents an

attribute or characteristic of a problem/situation. The height of each

column represents a relative frequency of the characteristic.

yTools & Techniques

Defects

0255075

100125150175200225250275300

9 16 23 30 6 13 20 27 6 13 20 27 3 10 17 24 1 8 15 22

Number of Defects per Week

C u m u l a t i v e

N u m b e r o f d e f e c t s

Jan Feb Mar Apr May






Pareto Diagram

You have probably heard of the 80/20rule. Vilfredo Pareto is the personcredited with discovering this rule.

He observed that 80 percent of the wealthand land ownership in Italy was

held by 20 percent of the population. Over

the years, others have shown that the80/20 rule applies across many disciplinesand areas

yTools & Techniques

Pareto charts are displayed as histograms that rank-order the most important

factors such as delays, costs, defects, or other factors by their frequency over time. The histograms show the types of problems (anomalies) and their frequency.

His theory is that you get the most benefit if you spend the majority of your time fixing the most important problems.






Tools & Techniques

• Run Charts

• Run charts are used to analyze processes• Run charts evolved from the development of these control charts,

but run charts focus more on time patterns of a process while acontrol chart focuses more on acceptable limits of the process.

• Run charts are useful in discovering patterns that occur over time.

• Run charts are used to show variations in the process over timeor to show trends (such as improvements or lack of improvements) in the process.

• They are similar to the control charts but show no limits.

Run Chart






Tools & Techniques• Run Charts…

• Differences in results will occur in processes because there is no

such thing as a perfect process. When processes are consideredin control, differences in results might occur because of commoncauses of variances

• Three types of variances that make up common causes of variances:

• Random var iances: Random variations might be normal, dependingon the processes you’re using to produce the product or service of the project, but they occur as the name implies, at random.

• Known o r predictable var iances: Are variances that you know existin the process because of particular characteristics of the product,service, or result you are processing. These are generally unique to aparticular application.

• Variances that are always p resent in the pro cess: The processitself will have inherent variability that is perhaps caused by humanmistakes, machine variations or malfunctions, the environment, andso on, which are known as variances always present in the process.These variances generally exist across all applications of theprocess.






Tools & Techniques

• Run Charts…

• Trend analysis is another technique that’s carried out using runcharts.

• In project management Trend analysis in the Perform QualityControl process is a mathematical technique that uses historicalresults to predict future outcomes.

• This is achieved by tracking variances in cost and scheduleperformance. In this context, it is a project management qualitycontrol tool. This information can then be used to forecast futureperformance.

• Tend Analysis Using Excel

• http://www.processtrends.com/index.htm

• Flowcharting

• Already discussed


http://www.processtrends.com/index.htm

http://www.processtrends.com/index.htm





Tools & Techniques

• Scatter Diagrams

• Scatter diagrams use two variables, one called an independent

variable, which is an input, and one called a dependent variable,which is an output.

• Scatter diagrams display the relationship between these two elementsas points on a graph. This relationship is typically analyzed to prove or disprove cause-and-effect relationships.

•The closer the points resemble a diagonal line, the closer the twovariables are related

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8.3 Perform Quality Control:Tools & Techniq es





Tools & Techniques• Example: Scatter Diagrams

• As an example, maybe your scatter diagram plots the ability of your

employees to perform a certain task. Their experience performing thistask in months is plotted as the independent variable on the X axis, andthe accuracy they achieve in performing this task expressed as a score-the dependent variable-is plotted on the Y axis.

• The scatter diagram in this case can then help you determine whether cause-and-effect (in this case, increased experience over time versus

accuracy) can be proved.

8.3 Perform Quality Control:Tools & Techniques





Tools & Techniques• Statistical Sampling

• Statistical sampling involves taking a sample number of parts from the

whole population and examining them to determine whether they fallwithin acceptable variances.

• For example, you determine to statistically sample 25 parts out of alot. The quality plan outlines that the lot will pass if four parts or fewer fall outside the allowable variance.

• The formula to calculate the correct sample size is beyond the scope of this course.

• However, Creative Research Systems has an online calculator and an explanation of statistical sampling that you might find useful. Youcan find them at http://www.surveysystem.com/sscalc.htm

• Inspecting only a part of the whole because studying the entire population would. Why?

• Take too long

• Cost too much

• Be too destructive

• When we believe there are not many defects






Tools & Techniques

• Inspection

• Includes activities such as measuring, examining, and testing undertakenafter work is completed to determine whether results conform torequirements or quality standards.

• Focuses in keeping errors out of the hands of the customer

• Inspections might occur after the final product is produced or at intervalsduring the development of the product to examine individual components.

• Acceptance decisions (pass/fail or go/no-go) are made when the work isinspected and the work is either accepted or rejected. When work isrejected, it might have to go back through the process for rework .

• Inspection is also known as reviews or peer reviews.

• During inspection, you measure two characteristics:

• Variable: The characteristic you want to measure, e.g., size, shape,weight, length, etc. The resul t is rated on a cont inuo us scale that measures the degree of conform ity.

• Attribute: Are specific characteristics for which a product is designedand tested (built); i.e., the measurement (cm, mm, m, Kg, etc.) that willtell if the sample is acceptable (the resul t ei ther conform s or d oes not con fo rm)






Tools & Techniques

• Inspection vs. Prevention

• Don’t confuse inspection with prevention; they’re two different tools.• Inspection keeps errors in the product from reaching the customer.

• Prevention keeps errors from occurring in the process.

• It always costs less to prevent problems in the first place than itdoes to fix problems built into the product after the fact.

• Rework, labor costs, material costs, and potential loss of customers areall factors to consider when weighing prevention costs versus the costof rework.

• Philip Crosby developed the theory of Zero Defects, which deals withprevention costs. Loosely translated, Zero Defects means doing it rightthe first time.

8.3 Perform Quality Control:Outputs





Outputs

• Quality control measurements-already discussed

• Validated changes: Changed items are re inspected toensure that defects that have been corrected

• Validated deliverables: Validated deliverables are theresult of the work of the project. This output assures thatthe deliverables meet the quality standards outlined in

the quality management plan and they are ready for formalized acceptance (Verify Scope, 05 Project ScopeManagement)

• Change requests

• Change requests could recommend corrective and preventiveactions. Remember that processes that are in control should notbe adjusted. Processes out of control might require adjusting, butthis should occur only as a result of a management decision.

8.3 Perform Quality Control:Outputs





Outputs• Organizational process asset updates (checklists, lessons learned)

• Completed checklists become part of the project’s documentation and

are included as part of the organizational process asset updates.Lessons learned should include the causes of variances found during thisprocess and why the corrective actions were recommended.

• Project management plan updates – as the result of the ProjectQuality Management processes, the plan must be updatedaccordingly.

Perform Quality Assurance andPerform Quality Control





Perform Quality Control

Initial

Project

Planning

Quality

Planning

FinalProject

Plan

Approval

Do

Work

Quality

Control

Quality

Assurance

Improve

Quality

Recommend

Corrective

Actions

RequestChanges

Update Quality

Standards

Update Project

Management

Plan

Integrated

Change

Control

Do work

followingthe new

plan

Repeat

Quality

Assurance and

Quality

Control

Question and Answers



Documents

PMGT401-08 Project Quality Management-V04