Presentation on Project Quality Management

8/10/2019 Presentation on Project Quality Management

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Proprietary and confdential. 2006 Perot Systems. All rights reserved. All registered trademarks are the property o their respective owners.www.perotsystems.com

*eore we +egin,

Ground Rules

Please switch off your mobile.

We are NOT the experts and we shall L!RN TOGT"R.

Please treat P#$O% as $ible or Gita durin& this session. We shall NOT be able to answer !LL your 'uestions( we shall try to &et the answers

for you

Please do NOT compare P#$O% su&&ested processes with P) processes


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Pro#ect $%ality anagement

$%ality management incl%des creating and ollowing

policies and proced%res to ens%re that a pro#ect meetsthe defned needs that it was intended to meet.

This can also mean the same thing as completing theproject with no deviationsrom the pro#ect

re-%irements.



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efnition o $%ality

The degree to which the project fullls

requirements. !t means that the pro#ect m%stprod%ce what it said it wo%ld prod%ce.

The Philosophy is that -%ality is doing what yo% saidyo% were going to do andprevention overinspection.



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efnitions

Gold Plating:reers to giving the c%stomer e/tras e.g.e/tra %nctionality' higher -%ality components' e/trascope' or +etter perormance1.

This practice is not recommended' as gold plating adds

no val%e to the pro#ect.

Grade: $%ality and rade are not the same thing. rade isa category assigned to prod%cts or services that havesame %nctional %se +%t di3erent technical

characteristics.

4ow -%ality is always a pro+lem' low grade may not +e.



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Project Quality anagement Recogni!esthe importance of the following:

5%stomer Satisaction

Prevention over !nspection

anagement esponsi+ility

5ontin%o%s !mprovement



7/45Proprietary and confdential. 2006 Perot Systems. All rights reserved. All registered trademarks are the property o their respective owners.www.perotsystems.com

Pro#ect $%ality anagement 78verview



Pro#ect $%ality anagement 78verview



People. Processes. Technology. Results.

Quality Planning



$%ality Planning

9 $%ality Planning involves which -%alitystandards are relevant to the pro#ect anddetermine how to satisy them.

9 !t is one o the key processes in thePlanning Process ro%p and d%ringdevelopment o the Pro#ect anagementPlan.

9$%ality Planning sho%ld +e perormed inparallel with other pro#ect planningprocesses.



$%ality Planning



$%ality Planning7 !np%ts

9 "nterprise "nvironmental #actors" overnmental agency reg%lations' r%les' standards' andg%idelines specifc to the application area may a3ect thepro#ect.

9 $rgani!ational Process %ssets

" 8rgani:ational -%ality policies

" Proced%res and g%idelines

" (istorical data+ases

" 4essons7learned knowledge +ase

9 Project &cope &tatementkey inp%t1 contains

" Pro#ect elivera+les

" Pro#ect o+#ectives that are %sed to defne re-%irements1

" Acceptance criteria

" Thresholds " cost' time or reso%rces

9 Project anagement Plan



$%ality Planning 7 Tools ;Techni-%es

9'ost()enet %nalysis5onsider 5ost7*eneft tradeo3s." Primary *enefts to consider " less rework' higher prod%ctivity'

lower costs' increased c%stomer satisaction." Primary 5osts to consider " e/pense associated with Pro#ect $%ality

anagement Activities.

9 )enchmar*ing

5omparing with other pro#ects to" enerate ideas o improvement" Provides +asis to meas%re perormance

9 +esign of ",periments" Statistical method e.g.' try vario%s com+inations o s%spension and

tires to determine which com+ination provides most desira+le ride1" (elps in optimi:ation o prod%ct and processes

9 'ost of Quality is the cost inc%rred in" eect prevention" A%dits" ework

9 %dditional Quality Planning Tools" 4ike +rainstorming'



$%ality Planning 7 8%tp%ts

9 Quality anagement Plan is a s%+sidiary plan o the pro#ectmanagement plan.

" =ormal or inormal. (ighly detailed or +roadly ramed

" escri+es how the pro#ect management team will implementthe perorming organi:ation>s -%ality processes.

" %st address

$%ality control " $5$%ality Ass%rance " $A

5ontin%o%s process improvement

9 Quality metrics incl%des

" eect density

" =ail%re rate" Availa+ility

" elia+ility

" Test coverage

9 Quality 'hec*lists



$%ality Planning 7 8%tp%ts

9 Process -mprovement Plan

" !s a s%+sidiary o the pro#ect management plan.

" =acilitates identifcation o waste and non7val%e added activitiesth%s increasing c%stomer val%e.

9 Quality )aseline

" ecords the -%ality o+#ectives o the pro#ect.

" !s the +asis or meas%ring and reporting -%ality perormance aspart o the perormance meas%rement +aseline.

9 Project anagement Plan %pdates1

" S%+sidiary -%ality management plan

" Process improvement plan

" e-%ested changes to pro#ect management plan



Project Quality %ssuranceProject Quality %ssurance



efnition



Pro#ect $%ality Ass%rance

Project Quality Assurance :An Umbrella for Continuous Process Improvement.

Pro*ides intensi*e means to impro*e the +uality of all the Processes.

Reduces waste and non *alue added acti*ities allowin& the processes tooperate at increased le*el of efficiency

,n*ol*es identification and re*iew of or&ani-ational business processes


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!np%ts to Pro#ect $%ality Ass%rance


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Quality Management Plan

The 'uality mana&ement plan describes how +! will be performedwithin the proect.

Quality Metrics

! metric is an operational definition that describes( in *ery specificterms( what somethin& is and how the 'uality control processmeasures it.+uality metrics are used in the +! and +/ processes. )omeexamples of 'uality metrics include defect density( re*ieweffecti*eness( producti*ity and test co*era&e etc.

Process Improvement Plan

The process impro*ement plan is a subsidiary of the proectmana&ement plan. The process impro*ement plan details the stepsfor analy-in& processes that will facilitate the identification of wasteand non0*alue added acti*ity.


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Work Performance Information


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Approve C!ange "e#uests!ppro*ed chan&e re'uests can include modifications to wor1methods( product re'uirements( 'uality re'uirements( scope andschedule. !ppro*ed chan&es need to be analy-ed for any effectsupon the 'uality mana&ement plan( 'uality metrics or 'uality chec1

lists. !ll chan&es should be formally documented in writin& and any*erbally discussed( but undocumented( chan&es should not beprocessed or implemented.

Quality Control Measurements

+uality control measurements are the results of 'uality controlacti*ities that are fed bac1 to the +! process for use in re0e*aluatin& and analy-in& the 'uality standards and process of theperformin& or&ani-ation.


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Tool ; Techni-%es or Pro#ect $%alityAss%rance


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Quality Planning $ools an $ec!ni#ues

+uality plannin& tools are often used to help better define thesituation and help plan effecti*e 'uality mana&ement acti*ities.These includes cost0benefit analysis( benchmar1in&( cost of 'uality(brainstormin&( flowcharts etc.


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%bjective of Quality Auit

,dentify inefficient and ineffecti*e policies( processes and proceduresused within a proect

Reduce /ost of +uality

,ncreased /ustomer !cceptance 2 )atisfaction

/onfirm the implementation of appro*ed chan&e re'uest( correctactions( defect repairs and pre*enti*e actions.


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Process Analysis

Process analysis follows the steps outlined in the processimpro*ement plan to identify needed impro*ements from anor&ani-ational and technical standpoint.

Quality Control $ools an $ec!ni#uesThere are se*en basic tools for 'uality control3&. Cause an effect iagrams'also called ,shi1awa dia&ram or

fishbone dia&rams( illustrate how *arious factors mi&ht belin1ed to potential problems or effect.

(. Control C!arts' ! control chart4s purpose is to determinewhether or not a process is stable or has predictableperformance.

). *lo+c!arting' 5lowchartin& helps to analy-e how problemsoccur.


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,. -istogram is bar chart showin& a distribution of the *ariables.

. Pareto C!artis a specific type of histo&ram( ordered byfre'uency of occurrence( which shows how many defects were&enerated by type or cate&ory of identified cause.

/. "un C!art shows the history and pattern of *ariations.

0. 1catter 2iagram shows the pattern of relationship between two*ariables.


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8%tp%ts to Pro#ect $%ality Ass%rance


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8%tp%ts to Pro#ect $%alityAss%rance

"e#ueste C!anges

,f the recommended correcti*e or pre*enti*e action re'uire a chan&eto the proect( a chan&e re'uest should be initiated in accordance withthe defined inte&rated chan&e control process.

"ecommenation of Corrective Actions

/orrecti*e action in*ol*es actions ta1en as a result of a +/measurement that indicates that the manufacturin& or de*elopment

process exceeds established parameters


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8%tp%ts to Pro#ect $%alityAss%rance

%rgani3ational Process Assets 4Upates5

Complete c!ecklists:When chec1 lists are used( the completedchec1list should become part of the proect4s records.

6essons learne ocumentations: The cause of *ariances( thereasonin& behind the correcti*e action chosen( and other types of

lesson learned from 'uality control should be documented so that theybecome part of historical database for both this proect and performin&or&ani-ation.

Project management Plan 4Upates5

The proect mana&ement plan is updated to reflect chan&es to the'uality mana&ement plan that results from chan&es in performin& the+/ process. Re'uested chan&es 6addition( modification or deletions7to the proect mana&ement plan or to its subsidiary plans areprocessed by re*iew and disposition throu&h the inte&rated chan&e

control process.


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Quality 'ontrol


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$%ality 5ontrol

8+#ectives

9 onitoring specifc pro#ect res%lts to

determine compliance with relevant -%alitystandards

9 !dentiying the ways to eliminate the ca%seso %nsatisactory res%lts


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$%ality 5ontrol


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$%ality 5ontrol 7 !np%ts

9 Quality anagement Plan

" isc%ssed %nder $%ality Planning o%tp%t

9 $rgani!ational Process %ssets

" =ormal and !normal planning related

?Policies

?Proced%res

?%idelines

" 4essons7learned knowledge +ase

9 Quality etrics

" isc%ssed %nder $%ality Planning 8%tp%t

9 Quality 'hec*lists" isc%ssed %nder $%ality Planning 8%tp%t

9 or* Performance -nformation

" !normation on the stat%s o the pro#ect activities isro%tinely collected as part o the pro#ect managementplan e/ec%tion disc%ssed earlier in $A !np%ts1.


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$%ality 5ontrol 7 !np%ts

9 %pproved 'hange Requests

" Approved change re-%ests can incl%de modifcations toscope' re-%irement' sched%le.

" Approved changes need to +e analy:ed or any e3ect%pon -%ality management plan' metrics.

9 +elivera/les" @ni-%e and verifa+le prod%ct' res%lt or capa+ility to

perorm a service.

" !dentifed in a pro#ect management planningdoc%mentation and m%st +e prod%ced and provided tocomplete the pro#ect.


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$%ality 5ontrol 7 Tools ;Techni-%es

9 'ause and "0ect +iagram

" 5a%se and 3ect diagrams' also called as !shikawadiagrams or =ish+one diagrams.

" !ll%strate the relation o varia+les to the -%ality pro+lem ordeect.

9 'ontrol 'harts

" (elps in determining whether or not a process is sta+le orhas a predicta+le perormance.

" 5ontrol chart also ill%strates how a process +ehaves overtime.

9 #lowcharting

" =lowcharting is a graphical representation o a process." (elps to analy:e how pro+lems occ%r.


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9 Pareto 'hart" A Pareto chart is a +ar chart' ordered +y re-%ency o

occ%rrence' which shows how many deects weregenerated +y type or category o identifed ca%se.

" *ased on Pareto>s law commonly known as B0C20 r%le1 DB0 percent o the pro+lems come rom 20 percent o the

iss%es.

9 &catter +iagram

" This tool allows the team to st%dy and identiy thepossi+le relationship +etween changes o+served in two

varia+les.


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9 +efect Repair Review" Action taken to ens%re that the prod%ct deects are

repaired and +ro%ght into compliance with there-%irements.

9 &tatistical &ampling

" Process o choosing a percentage o res%lts at randomor inspection.

" Appropriate sampling can red%ce the cost o -%alitycontrol.

9 -nspection

" /amination o a work prod%ct to determine whether it

conorms to standards." eviews' peer reviews' a%dits and walkthro%ghs.


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9 Trend %nalysis using Run 'hart" A r%n chart shows the history and pattern o variation.

" %n chart shows trends in a process over time declinesor improvements in a process over time.

" Trend analysis is perormed %sing r%n chart to monitorD

?Technical perormance

?5ost and sched%le perormance

9 1istogram

" (istogram is a +ar chart showing the distri+%tion ovaria+les.

" (elps to identiy the ca%se o pro+lems in process +y

shape and width o distri+%tion.


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$%ality 5ontrol 7 8%tp%ts

9 Quality 'ontrol easurement

" epresents the res%lts o $5 activities that are ed +ack to $Ato reeval%ate and analy:e the -%ality standards and processes.

9 2alidated +efect Repair

" The repaired deects are re7inspected and will +e eitheraccepted or re#ected.

" e#ected items may re-%ire %rther deect repair.

9 Quality )aseline 34pdates5

" $%ality o+#ective o the pro#ect.

" $%ality +aseline is the +asis or meas%ring the -%alityperormance.

9 Recommended corrective actions" ecommended corrective actions to +ring e/pected %t%re

pro#ect perormance.


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9 Recommended prevented actions

" ecommended preventive actions that red%ce the pro+a+ility onegative conse-%ences.

9 Requested changes

" 5hanges re-%ired +y recommended correctiveCpreventiveactions to the pro#ect.

9 Recommended defect repair

" eects are identifed and recommended or repair.

" A deect log can +e %sed to collect the set o recommendedrepairs.

9 $rgani!ation process assets 34pdates5

" 5ompleted checklists" 4essons learned doc%mentation


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9 2alidated +elivera/les

" The res%lts o the e/ec%tion o -%ality control processes arevalidated delivera+les.

9 Project anagement Plan 34pdates5

" @pdated Pro#ect management plan to re


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Thank yo%

Documents

Presentation on Project Quality Management