A semaphore telegraph, optical telegraph, shutter telegraph chain, Chappe telegraph, or Napoleonic semaphore is a system of conveying information by
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1 (Semaphore)
2 A semaphore telegraph, optical telegraph, shutter telegraph chain, Chappe telegraph, or Napoleonic semaphore is a system of conveying information by means of visual signals, using towers with pivoting shutters, also known as blades or paddles. Information is encoded by the position of the mechanical elements; it is read when the shutter is in a fixed position. The system was invented in 1792 in France by Claude Chappe, and was popular in the late 18th to early 19th century
3 Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Project 4. Integration Management 5. Scope Knowledge Areas 6. Time 7. Cost 8. Quality 9. Human Resources 10. Communications Risk 12. Procurement 13. Stakeholder 8.3 Control Quality
4 Project Quality Management Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 8.1 Plan Quality Management - define quality 8.2 Perform Quality Assurance - confirm quality 8.3 Control Quality - assess quality Outputs.1 Quality management plan.2 Process improvement plan.3 Quality metrics.4 Quality checklists.5 Project documents Outputs.1 Change requests.2 Project management plan.3 Project documents.4 Organizational process assets
5 8.3 Control Quality Inputs Tools & Techniques Outputs What & Why?.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets To monitor and record results of executing the quality management plan PMBOK p. 249 To identify causes of poor process or product quality and recommend and/or take action to eliminate them To validate that deliverables and work meet the requirements necessary for final acceptance A QC department may be responsible for this
6 8.3 Control Quality Inputs Tools & Techniques Outputs What & Why?.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Quality Assurance: Performed during the planning and executing phases to confirm that the stakeholder s requirements will be met Quality Control: Performed during the executing and closing phases to show that the project s acceptance criteria has been met
7 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Useful terms: Prevention: keeping errors out of the process Inspection: keeping errors out of the hands of the customer Attribute sampling: a result either conforms or does not conform Variables sampling: a result is rated on a scale that measures the degree of conformity Tolerances: a specified range of acceptable results Control limits: boundaries of variation in a process
8 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Useful terms: Mutual Exclusivity: 2 events cannot happen at the same time Probability: the likelihood that something will happen Normal Distribution: the most common probability distribution (bell chart)
9 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Useful terms: Statistical Independence: the probability of one event occurring does not affect the probability of another occurring Standard Deviation (sigma): a measure of range from the mean
10 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Quality Metrics, (from the project management plan): A project or product attribute and how it will be measured, such as: Number of bugs in a piece of software Number of items that fail inspection Mean time between failure Mean time to repair - see website for a link to more
11 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Quality Checklists: lists of items to inspect, steps to perform or a picture of what is to be inspected Work Performance Data: Planned vs. actual technical performance Planned vs. actual schedule performance Planned vs. actual cost performance
12 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Deliverables: the product, result or capability Project Documents, such as: Agreements Quality audit reports & change logs Training plans & assessments of effectiveness Charts & reports from the seven basic quality tools
13 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 The Seven Basic Quality Tools: Cause & Effect Diagram Flowcharts Checksheets Cause & effect diagram Flowchart Check sheet Pareto diagram Histogram Control chart Scatter diagram Pareto Diagrams Histograms Control Charts Scatter Diagrams
14 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Statistical Sampling: choosing a portion of the work for inspection Inspection: reviews, peer reviews, audits or walkthroughs (also used to check defect repairs) Approved Change Requests Review: checking on the change
15 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Quality Control Measurements: the results of control quality activities Validated Changes: the changed or repaired items are inspected
16 8.3 Control Quality Inputs Tools & Techniques Outputs.1 Project management plan.2 Quality metrics.3 Quality checklists.4 Work performance data.5 Approved change requests.6 Deliverables assets.1 Seven basic quality tools.2 Statistical sampling.3 Inspection.4 Approved change requests review.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets PMBOK p. 249 Verified Deliverables: the approved work Work Performance Information: What are the causes for rejection, required rework or adjusting a process?
17 Rita s Quality Management Process: Rita p. 316
18 Project Quality Management Initiating Process Group Planning Process Group Executing Process Group Monitoring & Controlling Process Group Closing Process Group 8.1 Plan Quality Management - define quality 8.2 Perform Quality Assurance - confirm quality 8.3 Control Quality - assess quality Outputs.1 Quality management plan.2 Process improvement plan.3 Quality metrics.4 Quality checklists.5 Project documents Outputs.1 Change requests.2 Project management plan.3 Project documents.4 Organizational process assets Outputs.1 Quality control measurements.2 Validated changes.3 Verified deliverables.4 Work performance information.5 Change requests.6 Project management plan assets
19 Project Management Process Groups Initiating Planning Executing Monitoring & Controlling Closing Project 4. Integration Management 5. Scope Knowledge Areas 6. Time 7. Cost 8. Quality 9. Human Resources 10. Communications Risk 12. Procurement 13. Stakeholder 10.3 Control Communications
20 According to Rita how much time does a project manager spend communicating?
21 According to Rita how much time does a project manager spend communicating? About 90%
22 10.3 Control Communications Initiating Process Group Planning Process Group 10.1 Plan Communications Management: how & why Outputs.1 Communications management plan.2 Project documents Executing Process Group Monitoring & Controlling Process Group Closing Process Group 10.2 Manage Communications: create, collect, distribute, store & retrieve 10.3 Control Communications: meeting communication needs Outputs.1 Project communications.2 Project management plan.3 Project documents.4 Organizational process assets
23 10.3 Control Communications Inputs Tools & Techniques Outputs What & Why?.1 Project management plan.2 Project communications.3 Issue log.4 Work performance data.5 Organizational process assets.1 Information management systems.2 Expert judgment.3 Meetings.1 Work performance information.2 Change requests.3 Project management plan.4 Project documents.5 Organizational process assets PMBOK p. 303 To make sure that the right message is delivered to the right audience at the right time To monitor, control and update the communications plan
24 10.3 Control Communications Inputs Tools & Techniques Outputs.1 Project management plan.2 Project communications.3 Issue log.4 Work performance data.5 Organizational process assets.1 Information management systems.2 Expert judgment.3 Meetings.1 Work performance information.2 Change requests.3 Project management plan.4 Project documents.5 Organizational process assets PMBOK p. 303 Project Management Plan, which includes: The reason for distributing the information The time frame & frequency for distributing information The individual responsible for communicating Who is receiving the information
25 10.3 Control Communications Inputs Tools & Techniques Outputs.1 Project management plan.2 Project communications.3 Issue log.4 Work performance data.5 Organizational process assets.1 Information management systems.2 Expert judgment.3 Meetings.1 Work performance information.2 Change requests.3 Project management plan.4 Project documents.5 Organizational process assets PMBOK p. 303 Project Communications: The act of communicating - what is released to stakeholders This may include regular reporting on: Deliverables status Schedule progress Costs incurred
26 10.3 Control Communications Inputs Tools & Techniques Outputs.1 Project management plan.2 Project communications.3 Issue log.4 Work performance data.5 Organizational process assets.1 Information management systems.2 Expert judgment.3 Meetings.1 Work performance information.2 Change requests.3 Project management plan.4 Project documents.5 Organizational process assets PMBOK p. 303 Issue Log: Used to document and monitor the resolution of issues Work Performance Data, which may include: Details about what communications have been distributed Feedback on communication Observations and surveys on communication effectiveness
27 10.3 Control Communications Inputs Tools & Techniques Outputs.1 Project management plan.2 Project communications.3 Issue log.4 Work performance data.5 Organizational process assets.1 Information management systems.2 Expert judgment.3 Meetings.1 Work performance information.2 Change requests.3 Project management plan.4 Project documents.5 Organizational process assets PMBOK p. 303 Information Management Systems: Software to create: spreadsheets, charts and presentations... Meetings, to: Respond to stakeholder requests Decide how to update and communicate project performance Meet with suppliers, vendors and other stakeholders
28 10.3 Control Communications Inputs Tools & Techniques Outputs.1 Project management plan.2 Project communications.3 Issue log.4 Work performance data.5 Organizational process assets.1 Information management systems.2 Expert judgment.3 Meetings.1 Work performance information.2 Change requests.3 Project management plan.4 Project documents.5 Organizational process assets PMBOK p. 303 Work Performance Information: Status reports and progress information required by stakeholders
29 10.3 Control Communications Initiating Process Group Planning Process Group 10.1 Plan Communications Management: how & why Outputs.1 Communications management plan.2 Project documents Executing Process Group Monitoring & Controlling Process Group 10.2 Manage Communications: create, collect, distribute, store & retrieve 10.3 Control Communications: meeting communication needs Closing Process Group Outputs.1 Work performance information.2 Change requests.3 Project management plan.4 Project documents.5 Organizational process assets Outputs.1 Project communications.2 Project management plan.3 Project documents.4 Organizational process assets
30 Q
31 Question Rita Mulcahy s Pmp Exam Prep Copyright 2013 RMC Publications, Inc.
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