CSU Project Management Certificate Program

Transcription

1 CSU Project Management Certificate Program Project Quality Management Instructor: Ric Rothschild, PMP Contact Info:

2 Project Quality Management Agenda Introduction / About the Class Where Quality Processes fit in? Project Quality Management Gurus of Quality Management Summary 2

3 Quality Management Introduction In this section (2 WEEKS) we will cover: Quality Definition, Concepts and Philosophies Requirements Quality Management Processes Quality Planning Perform Quality Assurance Perform Quality Control 3

4 Where Quality Management Processes fit Knowledge Area Initiating Planning (21) Execution Controlling Closing Integration 4.1, , Scope 5.1, 5.2, , 5.5 Time Mgmt. 6.1, 6.2, 6.3, , 6.5 Cost * Quality Mgmt. HR 7.1, , Communications , 10.4 Risk 11.1, 11.2, 11.3, , 11.5 Procurement 12.1, , PMI Process Groups (PMBOK p.70) 4

5 Project Management Knowledge Areas We are here SCOPE QUALITY COST TIME Project Integration Mgmt STAKEHOLDER SATISFACTION PROJECT SUCCESS COMMUNICATIONS Procurement HR RISK 5

6 Syllabus Section 5 (two weeks) Week Description Homework 1 2 Introductions, course objectives Where Quality mgmt. processes fit into the process groups (PMBOK p.70) Quality Management Introduction Quality Management Processes (PMBOK p ) Quality Planning and Perform Quality Assurance Team exercises Instructor hands out assessment (open book test, return last night of class) Cost of Quality (the gurus) Perform Quality Control Process Project Quality Management Summary Read PMBOK Chapter 8, Quality Mgmt. Read pages , , , and Exercise 9.2: Performing Quality Assurance p in PMP Study guide by: Kim Heldman, Claudia Baca, Patti Jansen. PMP Turn in final assessment - results will be provided within 2 weeks after completion. 6

7 Tonight (week 1) we will cover: Quality Definition Quality Overview Product Requirements 7

8 What is Quality? Webster defines quality as: Degree of excellence (plus several other definitions) Joseph Juran: Fitness for use Philip Crosby: Conformance to requirements PMI (PMBOK p.180): the degree to which the project fulfills requirements. Old definition: The totality of characteristics of an entity that bears on its ability to satisfy stated or implied needs. (Aren t we glad this one is gone!) 8

9 Project Quality Management is: The processes required to ensure that the project will satisfy the need for which it was undertaken. Real world meaning: The project does what it was designed to do and meets approved requirements. 9

10 Quality Management Processes Think Quality is a 3 P.A.C. 1. Quality Planning 2. Perform Quality Assurance 3. Perform Quality Control 10

11 PMBOK Guide Process Groups Initiating Planning Executing Perform Quality Assurance evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. Controlling Closing Quality Planning - identifying which quality standards are relevant to the project and determining how to satisfy them. Perform Quality Control - monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of unsatisfactory performances. 11

12 What is a requirement? To measure quality we first have to have measurements / requirements to measure against: A requirement is something the product must do or a quality the product must have. Each requirement should specify one distinct function. Requirements can be categorized into functional and non-functional requirements. 12

13 Functional requirements Functional requirements are characteristics that the product must have if it is to provide useful functionality for it s user. It is what the product will do. Functional requirements are typically stated in general, not specific terms. Examples: The system will produce an updated report daily. The conference will educate supplier on our product development process. New product will deliver data 2 times faster than existing product. The vacation will be at the sea shore. The new dog house will completely enclose our St. Bernard. 13

14 Non Functional requirements Non Functional or Technical requirements are properties or features that the product must have. They describe what the product needs to do so that it will meet the functional requirements. Some types of technical requirements are: Usability requirements: based on the intended users. Example: A newly trained Call Center Service Representative will be able use the system, with no errors. Performance requirements: how fast, big, accurate, safe, reliable, etc Example: The new dog house must be 4 high and have a 24 wide door. The garment must be 100% waterproof during 1 hour of exposure to rainfall of 3 per hour. 14

15 Requirement Definition Team Exercise Break into your teams and pick new PM Create at least five functional requirements Create at least five non-functional requirements Capture your answers on board or flip chart Then without talking, walk around and review each others requirements and put on a post-it note good or not clear as feedback to the team. 15

16 Requirement Definition Pitfalls Some Common Pitfalls: The Wrong Requirements Fuzzy/Loosely Defined Requirements Overly Specific Requirements Changing Requirements 16

17 Ideas for Better Requirements Get Them All: Spend time with user observing and documenting their work. Conduct a requirement brainstorming session. Interview using a mind map. Reverse engineer the requirements out of existing documents. Create inverse requirements. Get Them Right Each requirement should specify exactly one distinct function. Be on the lookout for ambiguity. Look and Feel requirements need to be specific. Keep the hows out. 17

18 Requirements Definition, Step-By By-Step Step 1: Identify Requirements Step 2: Identify Development Constraints Step 3: Analyze the Requirements Step 4: Requirements Representation Step 5: Requirements Communication Step 6: Requirements Approval & Baselining 18

19 Requirement Definitions Team Exercise Break back into your teams Pick the next PM Review feedback provided by other teams Note changes to project your requirements PM to report changes 19

20 Quality Concepts Total Quality Management (TQM) Common approach to implementing A quality improvement program in an organization Stop Order Work Ability to stop work process when a known defect is present or process is defective Team Building Motivation/sense of pride Quality circles Just-in-time/Zero Inventory 20

21 Quality Philosophies EDWARD DEMING Cease mass inspections and & price award Continuous Improvement 14 Points to Quality Improvement MALCOLM BALDRIGE Quality Awareness Seven categories of Quality programs 21 JOSEPH JURAN Attitude and knowledge breakthrough Fitness for use PHILIP CROSBY Zero Defects; Quality is Free Conformance to specifications

22 Deming 14 Points 1. Create constancy of purpose of product and service 2. Adopt the new philosophy 3. Cease dependence on mass inspection 4. End the practice of awarding business on price tag alone 5. Improved constantly and forever the system of production and service 6. Institute training 7. Institute leadership Drive out fear 9. Breakdown barriers between staff areas 10. Eliminate slogans, exhortations and targets for the workforce 11. Eliminate numerical quotas 12. Remove barriers to pride of workmanship 13. Institute a vigorous program of educational retraining 14. Take action to accomplish the transformation

23 Crosby Making Quality Certain Step 1. Management Commitment Step 2. The Quality Improvement Team Step 3. Quality Measurement Step 4. The Cost of Quality Step 5. Quality Awareness Step 6. Corrective Action Step 8. Supervisor Training Step 9. Zero Defect Day Step 10. Goal Setting Step 11. Error - Cause Removal Step 12. Recognition Step 13. Quality Councils Step 14. Do It Over Again Step 7. Zero Defects Planning 23

24 Week 2 Agenda: Quality Management Processes: 1. Quality planning 2. Perform quality assurance 3. Perform quality control 24

25 8.1 Quality Planning PMBOK Guide Definition - Identifying which quality standards are relevant to the project and determining how to satisfy them. PMI states, quality should be planned in, not inspected in. 25

26 Quality Planning INPUTS: Enterprise environmental factors Organizational process assets Project scope statement Project management plan 26

27 Quality Planning TOOLS AND TECHNIQUES: Cost benefit analysis BENCHMARKING (comparing to other projects) Design of experiments (DOE) Cost of quality Additional quality planning tools Flowcharting Anticipate what and where quality problems may occur Develop proactive corrective actions Cause and effect diagrams 27

28 Quality Planning OUTPUTS: Quality management plan Quality metrics Quality checklists Process improvement plan Quality baseline Project Management Plan (updates) 28

29 Quality Policy Overall quality intentions and direction of an organization. Including quality standards Formally expressed by top management Product attributes (Quality vs. Grade) Project stakeholders awareness 29

30 Dilbert on Quality Management 30

31 Build a Fence Project - sample MEASURE SPACINGS DIG POST HOLES INSTALL POSTS ATTACH CROSS BARS TRIM POSTS ATTACH PICKETS BUILD GATE FRAME ATTACH PICKETS TO GATE 31 DONE

32 Quality Planning Flowchart Team Exercise Break into your teams Pick a new PM Create a flowchart showing the work flow of your project (focus on quality aspects) Show your flowchart on a flip chart PM to present the chart to the class 32

33 Cost of Quality Cost incurred to ensure quality 85% of cost is associated with management The cost of conformance (proactive) Prevention Appraisal The cost of non-conformance (failure) Goal: 3-5% of total project value Cost of non-quality: est. At 12-20% of sales External Internal 33

34 Cost of Conformance Prevention (Keep Errors Out Of Customer Hands) Planning Appraisal (Keep Errors Out Of The Process) Quality audits Training and indoctrination Test and evaluation Process control Product design validation Process validation Maintenance and calibration Inspection and field testing 34

35 Cost of Non-Conformance Internal (Prior To Leaving The Organization) Scrap Rework and repair Additional material inventory External (After Leaving The Organization) Warranty repairs and service complaint handling Liability judgments product recalls Reputation 35

36 QA & QC Quality Assurance (QA) Managerial process Process quality May overlap with quality planning Assures that the quality system works 36 Quality Control (QC) Technical process Product quality Establish the technical baseline Collect data Measure performance

37 8.2 Perform Quality Assurance Application of planned and systematic quality activities to ensure that the project will employ all processes needed to meet requirements. Real world meaning: Determining weather relevant standards are being met. 37

38 Perform Quality Assurance INPUTS: Quality Management Plan Quality Metrics Process Improvement Plan Work Performance Information Approved Change Requests Quality Control Measurements Implemented Change Requests Implemented Corrective Actions Implemented Defect Repairs Implemented Preventive Actions 38

39 Perform Quality Assurance TOOLS AND TECHNIQUES: Quality planning tools and techniques QUALITY AUDITS (details on next slide) Process analysis Quality control tools and techniques 39

40 Tools & Techniques, cont; QUALITY AUDITS: Review of quality management activities Identify Lessons Learned that can improve project performance Initially determines the quality baseline 40

41 Perform Quality Assurance OUTPUTS: Requested Changes Recommended Corrective Actions Organizational Process Assets (Updates) Project Management Plan (Updates) 41

42 8.3 Perform Quality Control Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate the cause of unsatisfactory results. 42

43 Perform Quality Control INPUTS: Quality Management Plan Quality Metrics Quality Checklists Organizational Process Assets Work Performance Information Approved Change Requests Deliverables 43

44 Perform Quality Control TOOLS AND TECHNIQUES: Cause And Effect Diagram Control Charts Flowcharting Histogram Pareto Diagrams Run Chart Statistical Sampling Inspection Defect Repair Review 44

45 Perform Quality Control OUTPUTS: Quality Control Measurements Validated Defect Repair Quality Baseline (Updates) Recommended Corrective Actions Recommended Preventive Actions Requested Changes Recommended Defect Repair Organizational Process Assets (Updates) Validated Deliverables Project Management Plan 45

46 Nov-98 Oct Sep Aug Jul-98 Jun May Apr-98 Perform Quality Control CONTROL CHARTS WORK ORDER BACKLOG 650 Upper Control Limit UCL 600 THRU Nov: AVG.= UCL = LCL = Mean µ σ AVG σ Lower Control Limit LCL Mar-98 Feb-98 Jan-98 Dec-97 Nov-97 Oct-97 Sep-97 Aug-97 Jul-97 Jun-97 May-97 Apr-97 Mar-97 Feb-97 Jan-97 Dec-96 Nov-96 Oct-96 Sep-96 Aug-96 Jul-96 Jun-96 May-96 Apr-96 Mar-96 Feb-96 Jan-96 Dec-95 46

47 Perform Quality Control PARETO DIAGRAMS/HISTOGRAMS 75 47% of All Complaints

48 Perform Quality Control STATISTICAL SAMPLING PIE CHART 40 AIR TOXICITY SAMPLES More

49 Perform Quality Control STATISTICAL SAMPLING 49

50 Perform Quality Control FLOW CHARTS Start Process Step Decision Finish 50

51 Sample - Build a Fence Flow MEASURE SPACINGS QC - DOUBLE CHECK MEASUREMENT DIG POST HOLES QP - USE TOP QUALITY CEMENT INSTALL POSTS ATTACH CROSS BARS QC - DOUBLE CHECK 90 DEGREE ANGLE QA - verify that the right process is being executed TRIM POSTS ATTACH PICKETS QC - VERIFY ALL POSTS ARE THE SAME HEIGHT BUILD GATE FRAME ATTACH PICKETS TO GATE 51 DONE

52 The Cost of Quality THE COST OF CONFORMANCE (PROACTIVE) PREVENTION APPRAISAL + THE COST OF NON-CONFORMANCE (FAILURE) EXTERNAL INTERNAL = THE COST OF QUALITY 52

53 Cost of Quality Exercise (if time allows) BREAK INTO YOUR TEAMS SELECT THE NEW PROJECT MANAGER UPDATE YOUR FLOW CHART WITH QUALITY ASSURANCE ACTIVITIES AND THEN CALCULATE COST OF QUALITY COST OF CONFORMANCE AT $80 AN HOUR COST OF NON-CONFORMANCE 5% OF TOTAL PROJECT PM TO READ OUT TO THE CLASS 53

54 Quality Management Summary Know the 3 P.A.C quality mgmt. processes Be familiar with the quality gurus Know the difference between cost of quality and cost of non-conformance Don t confuse inspection with prevention Be familiar with the components of a quality audit (p.781 Kim Heldman book) Know inputs, tools/techniques and outputs 54

55 Post-Class Assessment Congratulations, you have completed another section... Assignment for next section: Read chapter 11 in the PMBOK (Risk Management) 55