Quality Tools for Project Managers PMI Honolulu Chapter July 18, 2007

Quality Tools for Project Managers

PMI Honolulu ChapterJuly 18, 2007

Presentation Overview

• Quality Management• Six Sigma Overview and Methodologies• Definition Tools• Measurement Tools• Analysis Tools• Improvement Tools• Control Tools• Resources

Quality Management

From the PMBOK 3rd Edition Quality is: “the degree to which a set of inherent characteristics fulfill requirements”

Quality Management Processes include:

- Quality Planning

- Quality Assurance

- Quality Control

Quality Management and PM

Quality Management and Project Management both recognize the importance of:

• Customer Satisfaction

• Prevention over Inspection

• Management Responsibility

• Continuous Improvement

Six Sigma Philosophy

“Eighty-five percent of the reasons for failure to meet customer expectations are related to deficiencies in systems and process… rather than the employee.”

Six Sigma Methodologies

Pro

cess

Impr

ovem

ent

Process D

esign

Process Management

Commitment and Control

• Six Sigma is about– Commitment to the CUSTOMER

– Control of customer experience to meet expectations via:

• Continuous improvement• Process Focus

DMAIC and Project Life Cycle

Define

Measure

AnalyzeImprove

Control

Initiating and Planning

Planning and Executing

Control and Closure

Step 1:DEFINE

STEP 2: MEASUREDetermine the current process performanceSTEP 3: ANALYZE

Determine root cause(s)

STEP 4: IMPROVEGenerate, select & implement improvements

STEP 5: CONTROLInstitutionalize the improvement & implement ongoing monitoring

STEP2STEP

3

STEP4

STEP5

STEP 1: DEFINEDescribe theProblem and define the current process

STEP1

Project Charter

BUSINESS CASE/ / PROBLEM STATEMENTBUSINESS CASE/ / PROBLEM STATEMENT GOAL STATEMENT/ / FINANCIAL BENEFITGOAL STATEMENT/ / FINANCIAL BENEFIT

PROJECT SCOPEPROJECT SCOPE MILESTONE DATES / DECISION MAKING LEVELMILESTONE DATES / DECISION MAKING LEVEL

Explain why you are doing this project & a description of theproblem in clear, concise & measurable terms

Describe what you are trying to accomplish (your goals). What arethe results you plan to achieve in addressing this problem?

What is the process you will be focusing on? Are there anyconstraints, limitations? Any resource requirements (e.g. Systems)? Any known barriers to your success?

What are the key steps & dates to achieve your goal? Who isresponsible for all decisions?

Project Charter helps you complete the Project PlanKeep in mind that it is reasonable to revisit your Charter and make changes throughout your project.

Many teams use the DMAIC Steps as key dates

It takes me from 10 to 45 minutes to get to work in themorning. I cannot anticipate how long it will take, sosometimes I am late for meetings and irritable.

Find a way to get to work within 10 minutes (consistently,safely and legally)

My commute begins when I leave my garage and ends when I pull into a parking stall in the Amfac garage.I must comply with all state & federal laws.

Step 1 completed by 6/1/07Step 2 completed by 6/3/07Step 3 completed by 6/10/07Steps 4 & 5 completed by 6/20/07Steps 6 & 7 completed by 6/30/07

Avoid “Scope Creep”; keep scope narrow

Problem & Goal statements should be SMART: Specific, Measurable, Attainable, Relevant and Time bound

Customer Requirements

Requirements Guidelines: Don’t state as a solution or means to solve the problem. Don’t use abstract terms. Don’t use two valued thinking (e.g., slow-fast). Don’t use ‘should’ or ‘must’. Don’t use unnecessary words – be concise. Don’t write from a negative perspective.

Translate Customer Needs to Requirements/Deliverables

Ask your customers/stakeholders about their needs and priorities regarding your process/service through surveys, interviews or focus groups and complete the table below.

Customer Need Key Issue(s) RequirementCustomer Need Key Issue(s) Requirement

I hate driving in traffic! Sometimes I get to work Speed: Driving to work must take less late and miss meetings than 10 minutes

High Level Process MappingSIPOC

Suppliers Inputs Process Outputs Customers Internal External

What must my suppliersprovide my process tomeet my needs?

What product or service does the processdeliver to the customer?

High level process stepsWhoever provides theinputs to your process?

Whoever receives the outputs of yourprocess - internal or external

Helps to identify and illustrate scope and stakeholders

• Leave garage• Follow route to work• Obey traffic signs• Park Amfac garage

• Arrive at work • FICOH• Associates

• Gas in tank• Car maintained• Knowledge of laws• Current parking decal

• Service station• Jiffy Lube• DMV

Stakeholder Analysis Stakeholder Analysis

• This tool helps you figure out who the key stakeholders are, how they feel about a change in your process now, and the level of support you need from them for your project to be a success.

Stakeholder Analysis for Change

Step 1: List each stakeholder along the left side of the chart.

Step 2: Identify where each stands with regards to change. Consider both objective evidence and subjective opinion.

Legend: X = Current 0 = Level of Support Needed

My boss X

What Can I Do To Make My Stakeholder(s) More Supportive?

My boss: Make sure he/she understands why I am doing this project; what’s the benefit to him/her

0

Names Strongly Moderately Neutral Moderately Strongly Against Against Supportive Supportive

Can also be done after problem identification and implementation of potential solutions

Step 2:MEASURE





STEP2STEP

3

STEP4

STEP5


STEP1

Data Collection Plan

Time to drive to work from leaving my garage to pulling into a parkingstall in the Amfac garage

In Minutes on the data collection log

Every morning I driveto work

Myself

Remember, a good data collection plan has at least one output, process & input measure!Don’t measure for measure’s sake - know WHY you are collecting data - WHAT will it tell you

Collect Your Data – Plan Your Work, Work Your Plan Prepare to gather baseline measures of your process capability. Fill out the Data Collection Plan.

What will you beWhat will you beCollecting?Collecting?

How will youHow will you Collect it?Collect it?

Who will Who will Collect it?Collect it?

How often will youHow often will you Collect it?Collect it?

Defect Definition

Define your Defects and Measures Determine how to measure the defects for each customer requirement. In the example, the customer hates driving in traffic because they arrive at work late. The requirement would be Speed. Complete the form below.

Speed Any drive to work that takes 10 minutes or longer

Time to drive to work (continuous data)from leaving my garage to pulling into aparking stall in the Amfac garage

Whenever possible, use Continuous data (i.e. time) vs. Discrete data (yes/no).

Customer Requirement What is a defect in the processCustomer Requirement What is a defect in the process How do we measure this? How do we measure this? from the customers perspective?from the customers perspective?

STEP 3: ANALYZEDetermine root cause(s)

Step 3:ANALYZE

STEP 2: MEASUREDetermine the current process performance



STEP2STEP

3

STEP4

STEP5


STEP1

Control Charts

• There is a lot of variation in this process

• The average cycle time over three months in rush hour traffic is 13 minutes

• Any point outside of the control limits must be investigated for explanation/cause (i.e. why did some commutes take from 25-40 minutes?)

30

25

20

15

10

05

0

Day of the Month

Min

utes

on

the

Roa

d

Morning Rush Hour Cycle Time1

1

11

1

1

X=13.324

3.0SL=21.08

-3.0SL=5.434

April 99 May 99 June 99

40

35

Identify Variation

Root Cause – Pareto Chart

Root Cause Identification

•Data stratification - break down data into sub-categories (Pareto is commonly used)

Roo

t Cau

ses

for

Long

Dri

ve T

ime

Accidents Stall Cars Weather OtherRoad Work

80%

Remember the 80/20 Rule: 80% of the problems are driven by 20% of the causes

Root Cause – Map Analysis


•Sub-Process Mapping Analysis - detailed map of the section of the process you have

chosen to focus on, then determine which steps are value added or non-value added

PROCESS STOP of PROCESSSTART of PROCESS

Follow usualroute to work

Leave my garage

Right intoAmfac garage

Right onNimitz

Left on Kuakini

Pull into parking stall in Amfac garage

Right on Nuuanu

Go home andstart all over

tomorrow

Stopped bypolice

Obeyall trafficsigns &

laws

Yes

No

Issued aticket?

No

Yes

Can be part of Quality Planning and Quality Control

Root Cause – Fishbone Analysis


•Cause & Effect Diagram - Fishbone

People

Measurement

Method

Machinery

Mother Nature

Materials

Bad Weather

Stalled Cars

RoadRage

Driversin Training

RoadWork

Toomanydrivers

Oldpeopledrive slow

Hurricane

Ran outof gas

Fuelgaugebroken

Brokentrafficlight

Accidents

Can be part of Quality Planning and Quality Control

STEP 4:IMPROVE





STEP2STEP

3

STEP4

STEP5


STEP1

List of Solutions

Brainstorm solution ideas and write them in this box

List the criteria by which you will evaluate the different solutions you generated above. Classify them into “Required (R)” and “Desired (D)” below:

Solution Criteria R or D

• Leave home by 7am• Listen to KSSK for the accident report and plan alternative route• Leave home by 7am and follow all traffic laws• Never schedule a meeting before 8:00am

• Have to get to work on time R• Drive carefully - no accidents R• Remain calm - no road rage D

Tools to help manage idea/solution generation and selection

Evaluate Solutions

To evaluate the different solutions, fill out the Solution Selection Matrix below

List all the solutions from #1a on the preceding page

Solution #1Leave homeby 7am

Solution #2Listen toKSSK

Solution #3Follow alltraffic laws

Solution #4No mtgbefore 8amCriteria:

Required(R)

Desired (D)

List the criteria from #1b on the preceding page.Separate Must Haves from Wants

Only for those solutions that met 100% of your MUST HAVES, proceed to rank the WANTS

STEP 1:

STEP 2:

STEP 3: Compare each solution to the list of Required’s and place a check mark in the column if it meets that criteria. Only solutions that meet ALL Required’s are considered viable solutions and go on to Step 4. Any solution that does not meet all Required criteria are eliminated. In this example, Solutions #1 & #3 are viable.

STEP 4: Compare the viable solutions to the list of Desired and place a check mark in the column if it meets that criteria. Pick the solution(s) that meets 100% of your Required and most of your Desired. In this example, Solution #3.

Have to get to work on time X X

Drive carefully - no accidents X X X

Remain calm - no road rage X

Weighted Decision Selection Matrix

Decision Statement: {An overall broad statement of what you want to achieve regarding your solutions}

Criteria Solutions:

Musts ( Y / N ):{Musts are criteria which must be met in orderfor the solution to be viable.}

{Musts are measurable criteria which must be

met in order for the solution to be viable.}

Wants:WT1-10 Comments: SC

WT SC Comments: SC

WT SC Comments: SC *

WT SC

0 0 0

{"Wants" are important criteria by which List any comments about the 0 0 0

to judge your solutions. They should be criteria as it relates to the solu- 0 0 0

weighted on a scale of 1 to 10, with 10 tion or the score here. 0 0 0

being the most important and 1 the least 0 0 0

important.} 0 0 0

0 0 0

0 0 0

0 0 0

0 0

0 0

0 0

Total 0 Total 0 Total 0

List one solution in each box.

Review Risk

Assess Risk

- For your solutions, ask yourself, “What could go wrong?” (potential problems) and “How could you prevent them?”

- Fill out the worksheet below

Solution Potential Problem How to Prevent

Leave home by 7am and Not wake up in time to leave by 7am Go to bed earlierfollow all traffic laws

Traffic could be just as bad as before Test this solution

FMEAPotential Failure Mode and Effects Analysis

1Process:

Process Owner: Analysis Date (Original): Process Analyst: Analysis Date (Revised): Team: Page: of

FMEA PROCESS ACTION RESULTS

Potential Potential Responsibility

Process Potential Effect(s) Cause(s) Current RPN & Target Action S O D RPN

Step Failure of Failure S of Failure O Controls D S*O*D Completion Taken

Date

00 00 00 00 00 00 00 00 00 00 00 00 00 00 00 0

Total Risk Priority Number (RPN) 0 Resulting Risk Priority Number (RPN) 0

S = Severity - how the failure will affect the customer's experience

O = Occurrence - how often the failure occursD = Detection - how effectively the current controls can detect the cause of failure

Implementation Plan

List all key activities necessary for the implementation of your solution(s). Don’t forget steps to communicate the change & steps to train others in the new process.

Activities/Steps to Implement Target Date Actual Date

Test run route at 7am to make sure traffic is lighter June 20

Read Driver’s License Manual to brush up on laws June 20

Inform boss and process owners of improvement June 25

Can also be used for project status/performance reporting

Step 5:CONTROL





STEP2STEP

3

STEP4

STEP5


STEP1

Document Procedures

Write procedures for how the new process should work. These procedures can be used as a training tool for new employees or a reference manual for back-up associates.

Steps in the process Exceptions

(including description) (Note exceptions, if any)

Step 1:

Step 2:

Step 3:

Step 4:

Step 5:

Step 6:

Project Completion

A project is considered complete when all of the following have been accomplished

Implementation of your solutions has been completed

One round of measurements has been completed

All necessary process documentation has been completed

Improved process and all documentation has been handed over to the Process Owner, confirming that they will continue to monitor this process

Lessons Learned documents for future improvements

Don’t forget your Lessons Learned and Quality Audit

Process Quality Tools for Project Managers

Quality Tool Purpose PM Application

Customer Requirements Table

SIPOC

Data Collection Plan

Defect Definition

Control Chart *

ID Customer Needs

ID Suppliers, Inputs, Process, Output and Customers

Collects and analyzes data in structured form

Specifies out of bounds conditions

Shows how a process changes over time - variation

Stakeholder AnalysisDeliverables Definition

Scope definitionStakeholder AnalysisTransition Planning

Project ExecutionQuality Planning / Assurance

Quality PlanningProject Status Reporting

Quality ControlProject Status Reporting

* Tools included in the PMBOK

Process Quality Tools for Project Managers

Quality Tool Purpose PM Application

Pareto Chart *

Map Analysis *

Ishikawa diagram (or cause and effect or fishbone diagram) *

Brainstorm / Affinity Diagram

Solution Analysis

Bar chart to determine priorities (80/20 rule)

Review process to eliminate variation / duplication

Brainstorm about root causes

Organizes a large # of ideas into natural relationships

Rank and prioritize problem fixes

Project Initiation / PrioritizationQuality Control

Project Initiation / PrioritizationQuality Assurance

Project ExecutionQuality Control

Quality Planning/ControlCreating WBS

Decision makingIssues resolution

* Tools included in the PMBOK

Shared Project and Quality Tools

PM Tool Purpose Quality Application

Project Plan

Stakeholder Analysis

Risk Review

Implementation Plan

Define scope and goals and assign responsibilities

Ensure customer needs are met and addressed

Plan for things that are out of our control

Identify actions and due dates for baseline

Define

Define and Analyze

Improve

Improve and Control

Resources

A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition

Six Sigma Information

Six Sigma Exchange www.sixsigmaexchange.com

International Quality & www.iqpc.com

Productivity Center

Resources for Implementing www.isixsigma.com Six Sigma Quality

Six Sigma Tools

Business Process Improvement Toolboxby Bjorn Andersen

The Six Sigma Way Team Fieldbookby Peter S. Pande, Robert P. Neuman, Roland R. Cavanagh

Six Sigma Memory Jogger www.goalopc.com

A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition

Six Sigma Information

Six Sigma Exchange www.sixsigmaexchange.com

International Quality & www.iqpc.com

Productivity Center

Resources for Implementing www.isixsigma.com Six Sigma Quality

Six Sigma Tools

Business Process Improvement Toolboxby Bjorn Andersen

The Six Sigma Way Team Fieldbookby Peter S. Pande, Robert P. Neuman, Roland R. Cavanagh

Six Sigma Memory Jogger www.goalopc.com

Stephanie Lum Martha SamsonServco Pacific, Inc. Servco Pacific, Inc.(808) 564-2020 (808) 564-2019

http://www.sixsigmaexchange.com/

http://www.iqpc.com/

http://www.isixsigma.com/

http://www.goalopc.com/

http://www.sixsigmaexchange.com/

http://www.iqpc.com/

http://www.isixsigma.com/

http://www.goalopc.com/

Documents

Quality Tools for Project Managers PMI Honolulu Chapter July 18, 2007