SlideShare une entreprise Scribd logo
1  sur  77
Chapter 11- BA-5650
           Chapter Presentation
 Project Quality Planning and Project Kickoff



Prepared By:
Vikram Nabar
Anirudh Kaushik
SUMMARY/FOCUS
 What is Quality, Quality Planning and Quality Planning Process ?
 Quality gurus
 Contemporary Quality Concepts
 Framework: Project QM: ISO ,TQM, Six Sigma, DMAIC, PDCA
 CEO’s perspective on Six Sigma Companies
 Core Project Quality Concepts
 Project Quality Management Plan
 Project Quality Tools
 Cost of Quality (COC)
 Project Kickoff and Kickoff Meeting Agenda
 Baseline and Communication for Project Management Plan
 Questions
 References
Quality
What is “QUALITY”?
• "Quality is fitness for use" - J.M. Juran
• "Quality is meeting or exceeding customer expectations at a cost that represents a
  value to them." - H. James Harrington
• "Quality should be defined as surpassing customer needs and expectations
  throughout the life of the product." - Howard Gitlow and Shelley Gitlow
• Layman’s definition: Make sure whatever is delivered is within the quality
  expectations of the organization.
• “Quality is a continuously improving process where lessons learned are used to
  enhance future products and services in order to retain existing customer, win
  back lost customers and win new customers.” - PM workbook and PMP study
  guide.
Quality Planning

What is Quality Planning ?


• Quality planning – “the process of identifying which quality
  standards are relevant to the project and how to satisfy them.”
  PMBOK® Guide
• Satisfy project deliverables.


• Quality Planning is often performed simultaneously with other
  aspects of project planning.
Quality Planning Process Video


    • What is Quality Planning Process?




   Source: PMP Exam Preparation: Rev 3, Quality Planning: http://www.youtube.com/watch?v=zhCUiiLWlwI
Quality Planning Process Video
Summary:

• Quality planning process tells us what do we need for our project,
  how can we achieve information/resources and finally how can we
  satisfy requirements.

• Quality planning process runs simultaneously with project planning.

• Quality means delivering what is expected.

• Project Team’s aim is to complete project on time, within budget
  and satisfy scope requirements.
Project Quality Management Process
• Quality Planning: Identify which quality standards are
  relevant.


• Quality Assurance: Applying planned systematic quality to
  ensure process meets requirements


• Quality Control: Monitoring specific progress results to
  determine whether they comply with standards.
Quality Gurus: Deming
•   Deming proposed that Quality suffered because
    management was preoccupied with “today” rather
    than future.
•   He postulated that 85% of all quality problems require
    management initiative to change the system and only
    15% of quality problems could be controlled by
    operators.
•   Developed Deming cycle for improvement which is
    based on Shewhart’s PDCA cycle.
Quality Gurus: Deming
    Deming Profound Knowledge System
•     Appreciation of a system: understanding the overall
      processes involving suppliers, producers, and customers (or
      recipients) of goods and services (explained below);
•     Knowledge of variation: the range and causes of variation in
      quality, and use of statistical sampling in measurements;
•     Theory of knowledge: the concepts explaining knowledge and
      the limits of what can be known (see also: epistemology);
•     Knowledge of psychology: concepts of human nature.
Quality Gurus: Deming




                        © 2009 South-Western, a part of Cengage Learning
Quality Gurus: J.M.Juran

 Juran’s Management theory:


  Added the human dimension to quality management.
  Resistance to change: root cause of quality issues
  Provided guidance on planning, controlling and improving
     quality.
Juran’s Quality Trilogy
Contemporary Quality Concepts…continued




                            © 2009 South-Western, a part of Cengage Learning
Frameworks for Project Quality Management

 • Most organizations use the following frameworks to
   define and organize their quality initiatives.

 • ISO (International Organization for Standardization)


 • TQM (Total Quality Management)


 • SIX SIGMA
ISO (International Organization for Standardization)
       Quality Framework was developed in Europe.
       Describes fundamentals of quality management system.
       ISO 9000 denotes quality management standard
       2000 denotes the latest revision of the standards
       ISO 9000 three part continuous cycle:
    •      Planning- Objectives, goals, authority, responsibility and
           relationships are defined and understood
    •      Controlling- Goals and objectives are met, problems are anticipated/
           averted through corrective actions.
    •      Documentation: Used mostly for feedback about performance of
           quality management system.
ISO (International Organization for Standardization)
Advantages of ISO Implementation:
   Create a more efficient, effective operation
   Increase customer satisfaction and retention
   Reduce audits
   Enhance marketing
   Improve employee motivation, awareness, and morale
   Promote international trade
   Increases profit
   Reduce waste and increases productivity.
ISO Principles
TQM/Malcolm Baldrige:
   Total quality management (TQM) is a business management
    strategy aimed at embedding awareness of quality in all
    organizational processes.

 Quality Framework
  developed in US
 Came into picture in
  late 1980’s
 TQM forms core
  values of Malcolm
  bridge award.
 TQM has customer
  first orientation.

                           Source: Advanced Quality Engineering – Dr. John W. Sutherland, MTU, Notes
Malcolm Baldrige Award: Core Values




                             © 2009 South-Western, a part of Cengage Learning
Six Sigma

  Sigma stands for standard deviation. (σ). A statistical
   term for amount of variation in data.

  Six Sigma Quality means quality problems are
   measured in parts per million opportunities (PPM).

  Six Sigma was first developed at Motorola.
Six Sigma: DMAIC
 It uses DMAIC methodology.
 DMAIC: Define, Measure, Analyze, Improve and
  Control.
 DMAIC is continuous improvement of processes and it
  is used to manage and control improvement projects.
Six Sigma: PDCA/Deming cycle
  PLAN: Select needed
   improvement, understand
   process and reasons of
   problems and create plan.
  DO: Try changes on small

   scale and collect data.
  CHECK: Compare results after

   change with those before
   improvement.
  ACT: If results are good

   implement them otherwise
   repeat the cycle.

                                  SOURCE: http://elsmar.com
A CEO’s Perspective on Six Sigma Companies
    Video on Six Sigma Companies
              Six Sigma Perspective- Jack Welch
     Learning’s:
        “Variation is Evil”
        Customer Centric/ Customer Focus
        Drive out variation
        Leadership from top-down
        Not just Six Sigma name tag, prove through results.
Six Sigma Themes:




                    © 2009 South-Western, a part of Cengage Learning
Core Project Quality Concepts

      Stakeholder Satisfaction

      Process Management

      Fact-Based Management

      Empowered performance
Core Project Quality Concepts:
Stakeholder Satisfaction
   Identify Stakeholder*
       1. People who work on the project
       2. Provide people or other resources
       3. Have their routines disrupted

   Prioritize Stakeholder*
       1. Prioritize stakeholder on basis of Proximity, Power,
         Urgency Level.

                     *Reference from Chapter 5: Stakeholder Analysis and Communication Planning, Kloppenborg
Core Project Quality Concepts:
Stakeholder Satisfaction

 Understand Stakeholder requirements.


 Develop quality standards to ensure requirements are
  met.
       ― Involve stakeholders actively in developing quality standards.

 Make tradeoff decisions
Core Project Quality Concepts: Stakeholder
Analysis
  Stakeholder analysis is a technique you can use to identify
   and assess the importance of key people, groups of people,
   or institutions that may significantly influence the success
   of your activity or project.

  Why do we use Stakeholder Analysis ?
   — To identify people, groups, and/or institutions that will influence either
     positively or negatively.
   — To anticipate the kind of influence whether it is positive or negative.
   — To develop strategies for getting the most effective support possible and
     reduce any obstacles towards successful development of quality standards.

  Stakeholder Analysis is used during early stages of
   planning.
Core Project Quality Concepts: Stakeholder
   Analysis




© 2009 South-Western, a part of Cengage Learning
Core Project Quality Concepts:
Stakeholder Satisfaction Sayings

  Old carpenter advice “ Measure twice, cut once”
   approach for stakeholder satisfaction.


  Meet requirements but try to exceed expectations.


  Smart Project Manager develops capable customers.
Core Project Quality Concepts: Process
Management
 Process: “ A set of inter-related actions and activities
  performed to achieve a specified set of products,
  results or services.
 Process Management is the application of knowledge,
   skills, tools and techniques to define, visualize,
  measure, control and improve processes with the goal
  to meet customer requirements profitably, while
  maintaining the developed quality standards.
Core Project Quality Concepts: Process
Management
Understanding Process with SIPOC (Supplier-input-process-output-customer)
Model:




                                                            Source: www.isixsigma.com
Core Project Quality Concepts: Process
Management
    Process Control:
    Control is comparing actual performance with planned
     performance, analyzing variances, assessing trends to effect
     process improvements, evaluating possible alternatives and
     recommending appropriate corrective actions.
     Types of control
        — Steering Control- Continual comparison of project progress against project plan.
        — Go/No-Go control- Generally conducted at milestones. If a key deliverable is
          acceptable the project continues, if unacceptable work needs to be redone.
        — Post-control: They are applied after the fact.

    Steering and Go/no-go controls are directed towards
     accomplishing goals of an ongoing project while post control is
     directed towards improving chances of future projects.
Core Project Quality Concepts: Process
Management
  Process Control with PDCA Model:
  Processes improvement can be continuous or breakthrough.
  SME’s and core team should be thinking of little ways of
   improvement.
  Slow and Steady improvement is a good policy but a
   breakthrough is needed for substantial improvement.
  Organizations focused on long term improvement and short
   term results thrive better than organizations focused “only” on
   short-term results.
Core Project Quality Concepts: Process
Management
       Process Control with PDCA Model:




                             © 2009 South-Western, a part of Cengage Learning
Process Improvement Example-PDCA




                                   Source: www.wikipedia.org
Core Project Quality Concepts:

Fact-based management
 Decisions made based on facts are sensible but
 difficult to implement because:
    —Different opinions come into picture.
    —Hard to collect useful data
    —Projects operate under time & pressure and
    decisions need to be made quickly.
Core Project Quality Concepts:
Fact-based management
 Fact Based Management Includes:
 • Monitoring key facts – descriptive, financial, logistical
 • Setting and adjusting tactics, schedules, resources,
   control points to align with known facts
 • Achieving a continuously updated plan
 • Defining and tracking the operational and financial
   metrics of success
 • Communicating status and results to stakeholders and
   implementation teams
Core Project Quality Concepts:
Fact-based management
Understanding Variation:
 Need to understand common and special cause variation.
 Common Cause: Variation in system which is predictable.
 Special Cause: Variation or faults in process. Also termed as local faults. Special
  cause are not predictable.
Core Project Quality Concepts:
Fact-based management
 What to measure:
         Project Managers know what to measure as they
        become more experienced.
    r    Project Manager also want to avoid either measuring
         nothing or measuring everything.
    s    With the good charter a milestone schedule usually
        has acceptance criteria attached to it.
    r    Lessons learned is good source to identify what needs
        to be measured.
    i    Involvement of sponsor ensures a highly specific
        project agreement which in turn means useful data will
        be collected.
Core Project Quality Concepts:
Fact-based management
 Working Correctly with Data and using information correctly
   a. It is important while working with data to know that
       how it has been collected, handled and stored.
   b. Efforts should be directed towards collecting complete,
       correct and timely data.
   c. Data collection techniques vary from looking for simple
       patterns and trends in small projects to using advanced
       statistical tools for complex projects.
    d. Encourage truth and transparency in communications
    e. Use available data to challenge opinions and decisions.
Core Project Quality Concepts:
Fact-based management

  Empowered performance:
  Empowered performance means:
      — To have capable and willing workers at every function.
        — To allow some decision making authority to those
          lower in the organization so that they can take some
          risk.
        — To treat risk events as learning opportunities.
Core Project Quality Concepts:
Fact-based management
 Empowered performance:
 b.     Recognize individuality
 c.     Leaders should promote inclusiveness; treat diversity
        as a tool for project development.
 d.     Leaders should ask the team members what “they”
        want from the project apart from the success of the
        project.
 e.     Capitalizing on individual strengths
 f.     Leaders should create opportunities according to
        talents of individuals so the employee would recognize
        this and will be motivated to excel. This will result in
        his/her best performance.
Core Project Quality Concepts:
Fact-based management
  Empowered performance:

   Emphasize individual responsibilities
   Use appropriate collaboration
        a. Cross-functional teams are most effective and help
           promote individual and team development. Also help
           flourish organizational learning.
        b. Develop lessons learned at the completion of project
           milestones and at project closure.
Project Quality Management Plan

            Quality Policy

            Quality Baseline

            Quality Assurance

            Quality Control
Project Quality Management Plan
Quality Policy

   Document that is typically created by quality experts and
    fully supported by top management.
   Quality policy should contain:
     a.   Quality objectives
     b.   Level of quality acceptable to organization
     c.   Responsibility of members for executing and
          implementing quality policy in the organization.
   Quality policy creates organization’s reputation and image.
Project Quality Management Plan
 Quality Policy…continued
  Implementation of quality policy is responsibility of top
   management.
  Good Quality policy will:
       a.   Include what needs to be done and not how it can be
            done.
       b.   Promote consistency throughout the organization
       c.   Provide explanation to outsiders that how
            organization views quality
       d.   Provide guidelines for important quality matters.
       e.   Provide provisions for changing/updating the policy.
Project Quality Management Plan
Quality Baseline:
   A metrics that defines precisely what needs to be measured and
    how it can be measured.
 Developing a Quality baseline is performing an analysis/study to
  determine the current level of performance in a specific activity.
 A baseline needs to be established for two reasons:
    1. To identify perceived quality problems
    2. To establish Quality improvement objectives through the
        baseline and to measure improvements in quality.
 Quality baseline sets a benchmark from where progress can be
  tracked.
 It includes target value for achieving each objective so people stay
  focused.
Project Quality Management Plan
Quality Assurance
 Quality Assurance is the collective term for formal activities
  and managerial processes to ensure products and services
  meet required quality level.
 It is one way to simultaneously improve quality and manage
  stakeholder relationships.
 Primary methods of Quality Assurance includes:
        1.   Quality Audit: Which is an independent evaluation performed
             by qualified personnel to ensure products meet quality
             requirements.
        2.   Process improvement: which is used to improve both quality
             and productivity.
Project Quality Management Plan
Quality Assurance…continued
Good Quality Assurance system:
       1.   Identify objectives and standards
       2.   Be multi-functional and prevention oriented
       3.   Plan for collection and use of data in cycle of
            continuous improvement.
       4.   Plan for establishment and maintenance of
            performance measures.
       5.   Include quality audits.
Project Quality Management Plan
 Quality Control:
 “Monitoring specific results to determine whether they
  comply with relevant quality standards and identifying ways
  to eliminate causes of unsatisfactory results.” PMBOK® Guide.

    Quality control involves use of
     statistical process control to
     reduce variability and increase
     efficiency of processes.
    It certifies that the organization’s
     quality goals/objectives are met.


                                               Picture Courtesy: Bryan Lester
Project Quality Management Plan
 Quality Control:
  A good quality control system will:
        a. Select what to control
        b. Set standards for decisions regarding possible
           corrective actions

        c. Establish measurement methods used.

        d. Compare actual results to standards.

        e. Monitor and calibrate measuring devices.

        f. Include detailed documentation for all processes.
IN CLASS EXERCISE
• Please take 5 minutes to go through the handout.
• Answer:
 Potential Issues
       1.   Rework
       2.   Higher maintenance and support costs
       3.   Client dissatisfaction
       4.   Missed deadlines and budget
       5.   Poor morale.
           Possible Remedies
       7.   Detailed Criteria for completeness and correctness
       8.   Revamp the Quality Control Process
       9.   Set up a Quality Assurance Process
Project Quality Tools

   Used to help organizations manage the quality of their
    processes/projects


   To better understand the use of these tools in project
    quality management, the DMAIC model has been used to
    classify where each tool is used
Project Quality Tools – Define Phase
   The Project Charter
     ― Sets expectations and scope of the Project
   Communication Plan
     – To keep stakeholders in the loop about project progress
   Voice of the customer
    • Used to capture the requirements/feedback from the customer to
     provide the customer with the best service/product quality.
    • Can be captured in a variety of ways:
        − Direct Discussion/Interviews
        − Surveys
        − Field Reports
        − Warranty Data
Project Quality Tools – Define Phase
    Stakeholder Analysis
      – Used to identify affected parties and their position on the project




    SIPOC (Supplier-Input-Process-Output-Customer)
     – Used to help with scoping and boundaries
Project Quality Tools – Measure Phase
   Critical to Quality (CTQ)
     − Used to identify qualities of the service/process which are
     critical to the customer needs
     − Example: Car door sound when closing may be critical to the
     customer so the dimensional tolerances and cushioning needed
     to produce those conditions are CTQs for the auto maker.


   Data Collection Plan (Define Measures)
     — Used to collect data for root cause analysis.
     — Tells where to store data nd how much data is needed
Project Quality Tools – Measure Phase




  Flow Chart(Process Map)
    • Shows sequence of activities
    or information travel
    •    Used      for  identifying
    bottlenecks, decision points,
    responsibilities.
Project Quality Tools – Analyze Phase

   FMEA (Failure Mode and Effect Analysis)

    − Helps understand potential failure causes.
    − Used for prioritizing risk, suggesting abatements, and
    adjust the scores after abatements.




                                                   Source: www.wikipedia.org
Project Quality Tools – Analyze Phase
           Histogram
            – Vertical bar graph to view performance and tendencies
            of the current process
           Pareto Chart
             • Vertical bar chart to rank and identify key reasons for
             defects and to identify which critical areas need
             improvement



                                           NO. OF DEFECTS

                                                             TYPES OF DEFECTS


                        HISTOGRAM                           PARETO CHART
Source: www.wikipedia.org
Project Quality Tools – Analyze Phase
 Run Chart
   − It is a line graph which shows the process performance
   over time

 Root Cause Analysis
   – It is a technique to
   determine the root cause
   of a problem.
   – It helps to identify
   which problems should
   be focused on before
   others

                                           Source: Run Chart, www.wikipedia.org
Project Quality Tools – Improve Phase

   Pilot
     – A pilot project means to run a project solution on a small scale.
     – Helpful in finding out if any improvements are needed


   Brainstorming
     – Tool to quickly generate many ideas
     – Can help identify current process issues, potential roadblocks and
       potential solutions.
Project Quality Tools – Improve Phase
   Cause and Effect Diagram( Ishikawa/Fishbone)
    – This tool helps discover many potential causes of
    problems and also helps identify their causes.




                                     Source: Fishbone Diagram - www.envisionsoftware.com
Project Quality Tools – Control Phase
   Control Charts
     – Help understand variation over time
     – Shows how much variation is in a process over time




      The above chart is called a X-Bar Chart
      There are other types of charts also which are used depending on what needs to be
     checked
                                                           Source: Control Charts – www.omnilingua.com
Project Quality Tools – Control Phase
   Dashboards (Scorecards)
     – They   contain a few measures which summarize
     performance Shows how much variation is in a process
     over time.
     – They are used to baseline current performance metrics
     and to measure improvement after changes have been
     made to the process.

   Lessons Learned
     – It is the knowledge from the captured and shared
     experience.
     – Useful for recognizing best practices for future Projects.
Project Quality Tools – Control Phase
   Change Management

     – It is a structured approach to overcome resistance.
     – It is a support for gaining and maintaining buy-in and
     acceptance of any changes.

   Project Review
     – It is the assessment of project progress and problems for
     continuation.
     – It helps keep project on track in terms of
     budget/schedule/milestones        and    requirements    of
     stakeholders
Cost of Quality (COQ)
  COQ is the total price of all efforts to achieve product or
   service that conforms to requirements. “Quality Management
   for Projects and Programs, Lewis R. Ireland, Fellow PMI”.
  Moral: “Build it right the first time”. Otherwise the non-
   conformance costs can be greater than conformance costs.
  Cost of Quality ("COQ") advantages:
    1.   Measurement used for assessing the waste or losses from
         some defined process.
    2.   Track changes over time for one particular process, or can
         be used as a benchmark for comparison of two or more
         different processes (eg. two machines, different
         production lines, sister plants, two competitor companies,
         etc.).
Cost of Quality (COQ)
        Most COQ systems are defined by 4 categories of costs:




Table Source: 1] http://www.pqa.net/ProdServices/Qtools/COQ.htm#Why is COQ Important; 2] 20.8 COQ, Project Management systems approach, Harold Kerzner, PHD.
Project Kickoff- Project Kickoff Meetings
Kickoff meetings are excellent communication and team
 building opportunities. The principle purpose is to get the
 project started on right foot and should have all or most of
 the following objectives:
Kickoff Meeting Agenda
 The following items should be included in kickoff meeting
  agenda:
Baseline and Communication for Project
Management Plan
 A project plan becomes officially ready when all
  project related details are available for key
  stakeholders and when the plan supports the
  baseline.
 It is important to communicate the project
  management plan in accordance with the
  communications plan.
 Baseline is the approved time phased plan, plus or
  minus approved project changes defined by PMBOK®
  Guide.
Questions??
References:
 Project Management- A contemporary approach, Kloppenborg
 ISO
        www.iso.org
        http://en.wikipedia.org/wiki/ISO_9000#2000_version
        Kerzner, Harold, Project Management- A systems approach to planning, scheduling and controlling.
 DMAIC, Six Sigma overview
        http://www.asq.org/learn-about-quality/six-sigma/overview/dmaic.html
 Deming PDCA:
        http://elsmar.com/pdf_files/DemingPDCA.gif

        http://www.youtube.com/watch?v=kao1K30LXEk&feature=related

      http://www.sset-platform.org/@api/deki/files/159/=stakeholder_analysis.jpg
 Project Quality Planning:
      http://www.projectperfect.com.au/info_project_quality_planning.php
 Deming:
        http://en.wikipedia.org/wiki/W._Edwards_Deming
 Juran’s Trilogy:
        http://www.public.iastate.edu/~vardeman/IE361/f02mini/kroh.pdf
 COQ
        Quality Management for Projects and Programs, Lewis R. Ireland Fellow, PMI”
References:
Stakeholder Analysis:
     http://erc.msh.org/quality/ittools/itstkan.cfm
Project Quality Management Process
A Guide to Project Management Body of Knowledge (PMBOK Guide)
Fact-Based management contents:
     http://www.consultingindetail.com/fb_proj_mgnt.html
Process Control:
  Project Management- A Managerial approach, Jack.R.Meredith, Samuel J.Mantel,Jr.
Quality Policy
  Project Management-A systems approach to planning, scheduling and controlling; Harold
  Kerzner, PHD.
Quality Baseline:
     http://conceptfortheday.blogspot.com/2007/10/quality-baseline.html
References:
• Project Management – A Contemporary Approach; Timothy J. Kloppenborg
•Quality Control and Assurance
   Project Management-A systems approach to planning, scheduling and controlling;
Harold Kerzner, PHD.
•Cost of Quality:
     http://www.pqa.net/ProdServices/Qtools/COQ.htm#Why is COQ Important
•Project Management-A systems approach to planning, scheduling and controlling;
Harold Kerzner, PHD.
• Project Management Workbook to accompany Project Management-A systems
approach to planning, scheduling and controlling; Harold Kerzner, PHD.
In-Class Exercise
Thank You

Contenu connexe

Tendances

Project Quality Management
Project Quality ManagementProject Quality Management
Project Quality ManagementGiO Friginal
 
Project Quality Management
Project Quality ManagementProject Quality Management
Project Quality ManagementMartin Sillaots
 
Bid Management PowerPoint Presentation Slides
Bid Management PowerPoint Presentation SlidesBid Management PowerPoint Presentation Slides
Bid Management PowerPoint Presentation SlidesSlideTeam
 
Overview to contract management
Overview to contract managementOverview to contract management
Overview to contract managementPriyesh Nair
 
Project Procurement Management_Taipei101
Project Procurement Management_Taipei101Project Procurement Management_Taipei101
Project Procurement Management_Taipei101Hungyu Lai
 
Effective Contract Management
Effective Contract ManagementEffective Contract Management
Effective Contract ManagementDr Gordon Murray
 
Project Management Best Practices - Tips and Techniques
Project Management Best Practices  - Tips and TechniquesProject Management Best Practices  - Tips and Techniques
Project Management Best Practices - Tips and TechniquesInvensis Learning
 
12.0 Project Procurement Management Overview
12.0 Project Procurement Management Overview12.0 Project Procurement Management Overview
12.0 Project Procurement Management OverviewDavidMcLachlan1
 
Project management procurement
Project management  procurementProject management  procurement
Project management procurementMalcolm Peart
 
MATRIX - Consulting Skills workshop
MATRIX - Consulting Skills workshopMATRIX - Consulting Skills workshop
MATRIX - Consulting Skills workshopBalaji Rajendrababu
 
Contract management
Contract managementContract management
Contract managementNishant Rai
 
Governance - Project Management Office Professional Services
Governance - Project Management Office Professional ServicesGovernance - Project Management Office Professional Services
Governance - Project Management Office Professional ServicesMark S. Mahre
 
11. Project Communication Management
11. Project Communication Management11. Project Communication Management
11. Project Communication ManagementBhuWan Khadka
 
Project Management Professional (PMP)
Project Management Professional (PMP) Project Management Professional (PMP)
Project Management Professional (PMP) Ahmad Maharma, PMP,RMP
 
Post Merger Integration: Keys to Success
Post Merger Integration: Keys to SuccessPost Merger Integration: Keys to Success
Post Merger Integration: Keys to SuccessAS Consulting Group
 
Project quality management - PMI PMBOK Knowledge Area
Project quality management - PMI PMBOK Knowledge AreaProject quality management - PMI PMBOK Knowledge Area
Project quality management - PMI PMBOK Knowledge AreaImran Jamil
 

Tendances (20)

Project quality management.ppt msm
Project quality management.ppt msmProject quality management.ppt msm
Project quality management.ppt msm
 
Project Quality Management
Project Quality ManagementProject Quality Management
Project Quality Management
 
Project Quality Management
Project Quality ManagementProject Quality Management
Project Quality Management
 
Fundamentals of Project Management
Fundamentals of Project ManagementFundamentals of Project Management
Fundamentals of Project Management
 
Bid Management PowerPoint Presentation Slides
Bid Management PowerPoint Presentation SlidesBid Management PowerPoint Presentation Slides
Bid Management PowerPoint Presentation Slides
 
Overview to contract management
Overview to contract managementOverview to contract management
Overview to contract management
 
Project Procurement Management_Taipei101
Project Procurement Management_Taipei101Project Procurement Management_Taipei101
Project Procurement Management_Taipei101
 
Effective Contract Management
Effective Contract ManagementEffective Contract Management
Effective Contract Management
 
Project Management Best Practices - Tips and Techniques
Project Management Best Practices  - Tips and TechniquesProject Management Best Practices  - Tips and Techniques
Project Management Best Practices - Tips and Techniques
 
12.0 Project Procurement Management Overview
12.0 Project Procurement Management Overview12.0 Project Procurement Management Overview
12.0 Project Procurement Management Overview
 
Project management procurement
Project management  procurementProject management  procurement
Project management procurement
 
MATRIX - Consulting Skills workshop
MATRIX - Consulting Skills workshopMATRIX - Consulting Skills workshop
MATRIX - Consulting Skills workshop
 
Contract management
Contract managementContract management
Contract management
 
Governance - Project Management Office Professional Services
Governance - Project Management Office Professional ServicesGovernance - Project Management Office Professional Services
Governance - Project Management Office Professional Services
 
11. Project Communication Management
11. Project Communication Management11. Project Communication Management
11. Project Communication Management
 
PMP Certification - An Overview 2021
PMP Certification - An Overview 2021PMP Certification - An Overview 2021
PMP Certification - An Overview 2021
 
Project Management Professional (PMP)
Project Management Professional (PMP) Project Management Professional (PMP)
Project Management Professional (PMP)
 
PMO-Framework
PMO-FrameworkPMO-Framework
PMO-Framework
 
Post Merger Integration: Keys to Success
Post Merger Integration: Keys to SuccessPost Merger Integration: Keys to Success
Post Merger Integration: Keys to Success
 
Project quality management - PMI PMBOK Knowledge Area
Project quality management - PMI PMBOK Knowledge AreaProject quality management - PMI PMBOK Knowledge Area
Project quality management - PMI PMBOK Knowledge Area
 

Similaire à Project Quality Planning and KickOff

Interactive activity1 tqm_diana priscila montesdeoca benitez
Interactive activity1 tqm_diana priscila montesdeoca benitezInteractive activity1 tqm_diana priscila montesdeoca benitez
Interactive activity1 tqm_diana priscila montesdeoca benitezPriscila Montesdeoca
 
Total Quality Management - Diana Priscila Montesdeoca Benitez
Total Quality Management - Diana Priscila Montesdeoca BenitezTotal Quality Management - Diana Priscila Montesdeoca Benitez
Total Quality Management - Diana Priscila Montesdeoca BenitezPriscila Montesdeoca
 
Lp1 ppt mt6250due 1-22-2012
Lp1 ppt mt6250due 1-22-2012Lp1 ppt mt6250due 1-22-2012
Lp1 ppt mt6250due 1-22-2012RLLRichmond
 
Six sigma control in total quality management copy
Six sigma control in total quality management   copySix sigma control in total quality management   copy
Six sigma control in total quality management copyVijay Vuriti
 
Software quality models
Software quality modelsSoftware quality models
Software quality modelsONKAR PANDE
 
Pharmaceutical Quality Management System
Pharmaceutical Quality Management SystemPharmaceutical Quality Management System
Pharmaceutical Quality Management SystemDhawal_Raghuvanshi
 
TQM (Total Quality Management)
TQM (Total Quality Management)TQM (Total Quality Management)
TQM (Total Quality Management)amarchand
 
Quality Management.pptx
Quality Management.pptxQuality Management.pptx
Quality Management.pptxssuserfa5be2
 
Quality Management.ppt
Quality Management.pptQuality Management.ppt
Quality Management.pptRajaRaman77
 
Total Quality Management & 6 Sigma
Total Quality Management & 6 SigmaTotal Quality Management & 6 Sigma
Total Quality Management & 6 SigmaChirag Tewari
 
Total Quality Management Project Charter for HP India
Total Quality Management Project Charter for HP IndiaTotal Quality Management Project Charter for HP India
Total Quality Management Project Charter for HP IndiaKaustav Lahiri
 
Models of quality assessment
Models of quality assessmentModels of quality assessment
Models of quality assessmentAsila AL-harthi
 

Similaire à Project Quality Planning and KickOff (20)

Project Quality Management
Project Quality ManagementProject Quality Management
Project Quality Management
 
5) PQM.pptx
5) PQM.pptx5) PQM.pptx
5) PQM.pptx
 
Interactive activity1 tqm_diana priscila montesdeoca benitez
Interactive activity1 tqm_diana priscila montesdeoca benitezInteractive activity1 tqm_diana priscila montesdeoca benitez
Interactive activity1 tqm_diana priscila montesdeoca benitez
 
Total Quality Management - Diana Priscila Montesdeoca Benitez
Total Quality Management - Diana Priscila Montesdeoca BenitezTotal Quality Management - Diana Priscila Montesdeoca Benitez
Total Quality Management - Diana Priscila Montesdeoca Benitez
 
Tqm
TqmTqm
Tqm
 
Quality management system
Quality management systemQuality management system
Quality management system
 
Tqm 2
Tqm 2Tqm 2
Tqm 2
 
Tqm 2
Tqm 2Tqm 2
Tqm 2
 
Lp1 ppt mt6250due 1-22-2012
Lp1 ppt mt6250due 1-22-2012Lp1 ppt mt6250due 1-22-2012
Lp1 ppt mt6250due 1-22-2012
 
Six sigma control in total quality management copy
Six sigma control in total quality management   copySix sigma control in total quality management   copy
Six sigma control in total quality management copy
 
Software quality models
Software quality modelsSoftware quality models
Software quality models
 
Pharmaceutical Quality Management System
Pharmaceutical Quality Management SystemPharmaceutical Quality Management System
Pharmaceutical Quality Management System
 
TQM (Total Quality Management)
TQM (Total Quality Management)TQM (Total Quality Management)
TQM (Total Quality Management)
 
Quality Management.ppt
Quality Management.pptQuality Management.ppt
Quality Management.ppt
 
Quality Management.pptx
Quality Management.pptxQuality Management.pptx
Quality Management.pptx
 
Quality Management.ppt
Quality Management.pptQuality Management.ppt
Quality Management.ppt
 
Learning Six Sigma
Learning Six SigmaLearning Six Sigma
Learning Six Sigma
 
Total Quality Management & 6 Sigma
Total Quality Management & 6 SigmaTotal Quality Management & 6 Sigma
Total Quality Management & 6 Sigma
 
Total Quality Management Project Charter for HP India
Total Quality Management Project Charter for HP IndiaTotal Quality Management Project Charter for HP India
Total Quality Management Project Charter for HP India
 
Models of quality assessment
Models of quality assessmentModels of quality assessment
Models of quality assessment
 

Project Quality Planning and KickOff

  • 1. Chapter 11- BA-5650 Chapter Presentation Project Quality Planning and Project Kickoff Prepared By: Vikram Nabar Anirudh Kaushik
  • 2. SUMMARY/FOCUS  What is Quality, Quality Planning and Quality Planning Process ?  Quality gurus  Contemporary Quality Concepts  Framework: Project QM: ISO ,TQM, Six Sigma, DMAIC, PDCA  CEO’s perspective on Six Sigma Companies  Core Project Quality Concepts  Project Quality Management Plan  Project Quality Tools  Cost of Quality (COC)  Project Kickoff and Kickoff Meeting Agenda  Baseline and Communication for Project Management Plan  Questions  References
  • 3. Quality What is “QUALITY”? • "Quality is fitness for use" - J.M. Juran • "Quality is meeting or exceeding customer expectations at a cost that represents a value to them." - H. James Harrington • "Quality should be defined as surpassing customer needs and expectations throughout the life of the product." - Howard Gitlow and Shelley Gitlow • Layman’s definition: Make sure whatever is delivered is within the quality expectations of the organization. • “Quality is a continuously improving process where lessons learned are used to enhance future products and services in order to retain existing customer, win back lost customers and win new customers.” - PM workbook and PMP study guide.
  • 4. Quality Planning What is Quality Planning ? • Quality planning – “the process of identifying which quality standards are relevant to the project and how to satisfy them.” PMBOK® Guide • Satisfy project deliverables. • Quality Planning is often performed simultaneously with other aspects of project planning.
  • 5. Quality Planning Process Video • What is Quality Planning Process?  Source: PMP Exam Preparation: Rev 3, Quality Planning: http://www.youtube.com/watch?v=zhCUiiLWlwI
  • 6. Quality Planning Process Video Summary: • Quality planning process tells us what do we need for our project, how can we achieve information/resources and finally how can we satisfy requirements. • Quality planning process runs simultaneously with project planning. • Quality means delivering what is expected. • Project Team’s aim is to complete project on time, within budget and satisfy scope requirements.
  • 7. Project Quality Management Process • Quality Planning: Identify which quality standards are relevant. • Quality Assurance: Applying planned systematic quality to ensure process meets requirements • Quality Control: Monitoring specific progress results to determine whether they comply with standards.
  • 8. Quality Gurus: Deming • Deming proposed that Quality suffered because management was preoccupied with “today” rather than future. • He postulated that 85% of all quality problems require management initiative to change the system and only 15% of quality problems could be controlled by operators. • Developed Deming cycle for improvement which is based on Shewhart’s PDCA cycle.
  • 9. Quality Gurus: Deming Deming Profound Knowledge System • Appreciation of a system: understanding the overall processes involving suppliers, producers, and customers (or recipients) of goods and services (explained below); • Knowledge of variation: the range and causes of variation in quality, and use of statistical sampling in measurements; • Theory of knowledge: the concepts explaining knowledge and the limits of what can be known (see also: epistemology); • Knowledge of psychology: concepts of human nature.
  • 10. Quality Gurus: Deming © 2009 South-Western, a part of Cengage Learning
  • 11. Quality Gurus: J.M.Juran Juran’s Management theory:  Added the human dimension to quality management.  Resistance to change: root cause of quality issues  Provided guidance on planning, controlling and improving quality.
  • 13. Contemporary Quality Concepts…continued © 2009 South-Western, a part of Cengage Learning
  • 14. Frameworks for Project Quality Management • Most organizations use the following frameworks to define and organize their quality initiatives. • ISO (International Organization for Standardization) • TQM (Total Quality Management) • SIX SIGMA
  • 15. ISO (International Organization for Standardization)  Quality Framework was developed in Europe.  Describes fundamentals of quality management system.  ISO 9000 denotes quality management standard  2000 denotes the latest revision of the standards  ISO 9000 three part continuous cycle: • Planning- Objectives, goals, authority, responsibility and relationships are defined and understood • Controlling- Goals and objectives are met, problems are anticipated/ averted through corrective actions. • Documentation: Used mostly for feedback about performance of quality management system.
  • 16. ISO (International Organization for Standardization) Advantages of ISO Implementation:  Create a more efficient, effective operation  Increase customer satisfaction and retention  Reduce audits  Enhance marketing  Improve employee motivation, awareness, and morale  Promote international trade  Increases profit  Reduce waste and increases productivity.
  • 18. TQM/Malcolm Baldrige:  Total quality management (TQM) is a business management strategy aimed at embedding awareness of quality in all organizational processes.  Quality Framework developed in US  Came into picture in late 1980’s  TQM forms core values of Malcolm bridge award.  TQM has customer first orientation. Source: Advanced Quality Engineering – Dr. John W. Sutherland, MTU, Notes
  • 19. Malcolm Baldrige Award: Core Values © 2009 South-Western, a part of Cengage Learning
  • 20. Six Sigma Sigma stands for standard deviation. (σ). A statistical term for amount of variation in data. Six Sigma Quality means quality problems are measured in parts per million opportunities (PPM). Six Sigma was first developed at Motorola.
  • 21. Six Sigma: DMAIC  It uses DMAIC methodology.  DMAIC: Define, Measure, Analyze, Improve and Control.  DMAIC is continuous improvement of processes and it is used to manage and control improvement projects.
  • 22. Six Sigma: PDCA/Deming cycle  PLAN: Select needed improvement, understand process and reasons of problems and create plan.  DO: Try changes on small scale and collect data.  CHECK: Compare results after change with those before improvement.  ACT: If results are good implement them otherwise repeat the cycle. SOURCE: http://elsmar.com
  • 23. A CEO’s Perspective on Six Sigma Companies  Video on Six Sigma Companies Six Sigma Perspective- Jack Welch Learning’s: “Variation is Evil” Customer Centric/ Customer Focus Drive out variation Leadership from top-down Not just Six Sigma name tag, prove through results.
  • 24. Six Sigma Themes: © 2009 South-Western, a part of Cengage Learning
  • 25. Core Project Quality Concepts Stakeholder Satisfaction Process Management Fact-Based Management Empowered performance
  • 26. Core Project Quality Concepts: Stakeholder Satisfaction  Identify Stakeholder* 1. People who work on the project 2. Provide people or other resources 3. Have their routines disrupted  Prioritize Stakeholder* 1. Prioritize stakeholder on basis of Proximity, Power, Urgency Level. *Reference from Chapter 5: Stakeholder Analysis and Communication Planning, Kloppenborg
  • 27. Core Project Quality Concepts: Stakeholder Satisfaction  Understand Stakeholder requirements.  Develop quality standards to ensure requirements are met. ― Involve stakeholders actively in developing quality standards.  Make tradeoff decisions
  • 28. Core Project Quality Concepts: Stakeholder Analysis  Stakeholder analysis is a technique you can use to identify and assess the importance of key people, groups of people, or institutions that may significantly influence the success of your activity or project.  Why do we use Stakeholder Analysis ? — To identify people, groups, and/or institutions that will influence either positively or negatively. — To anticipate the kind of influence whether it is positive or negative. — To develop strategies for getting the most effective support possible and reduce any obstacles towards successful development of quality standards.  Stakeholder Analysis is used during early stages of planning.
  • 29. Core Project Quality Concepts: Stakeholder Analysis © 2009 South-Western, a part of Cengage Learning
  • 30. Core Project Quality Concepts: Stakeholder Satisfaction Sayings  Old carpenter advice “ Measure twice, cut once” approach for stakeholder satisfaction.  Meet requirements but try to exceed expectations.  Smart Project Manager develops capable customers.
  • 31. Core Project Quality Concepts: Process Management  Process: “ A set of inter-related actions and activities performed to achieve a specified set of products, results or services.  Process Management is the application of knowledge, skills, tools and techniques to define, visualize, measure, control and improve processes with the goal to meet customer requirements profitably, while maintaining the developed quality standards.
  • 32. Core Project Quality Concepts: Process Management Understanding Process with SIPOC (Supplier-input-process-output-customer) Model: Source: www.isixsigma.com
  • 33. Core Project Quality Concepts: Process Management Process Control: Control is comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alternatives and recommending appropriate corrective actions.  Types of control — Steering Control- Continual comparison of project progress against project plan. — Go/No-Go control- Generally conducted at milestones. If a key deliverable is acceptable the project continues, if unacceptable work needs to be redone. — Post-control: They are applied after the fact. Steering and Go/no-go controls are directed towards accomplishing goals of an ongoing project while post control is directed towards improving chances of future projects.
  • 34. Core Project Quality Concepts: Process Management Process Control with PDCA Model: Processes improvement can be continuous or breakthrough. SME’s and core team should be thinking of little ways of improvement. Slow and Steady improvement is a good policy but a breakthrough is needed for substantial improvement. Organizations focused on long term improvement and short term results thrive better than organizations focused “only” on short-term results.
  • 35. Core Project Quality Concepts: Process Management Process Control with PDCA Model: © 2009 South-Western, a part of Cengage Learning
  • 36. Process Improvement Example-PDCA Source: www.wikipedia.org
  • 37. Core Project Quality Concepts: Fact-based management Decisions made based on facts are sensible but difficult to implement because: —Different opinions come into picture. —Hard to collect useful data —Projects operate under time & pressure and decisions need to be made quickly.
  • 38. Core Project Quality Concepts: Fact-based management Fact Based Management Includes: • Monitoring key facts – descriptive, financial, logistical • Setting and adjusting tactics, schedules, resources, control points to align with known facts • Achieving a continuously updated plan • Defining and tracking the operational and financial metrics of success • Communicating status and results to stakeholders and implementation teams
  • 39. Core Project Quality Concepts: Fact-based management Understanding Variation:  Need to understand common and special cause variation.  Common Cause: Variation in system which is predictable.  Special Cause: Variation or faults in process. Also termed as local faults. Special cause are not predictable.
  • 40. Core Project Quality Concepts: Fact-based management What to measure: Project Managers know what to measure as they become more experienced. r Project Manager also want to avoid either measuring nothing or measuring everything. s With the good charter a milestone schedule usually has acceptance criteria attached to it. r Lessons learned is good source to identify what needs to be measured. i Involvement of sponsor ensures a highly specific project agreement which in turn means useful data will be collected.
  • 41. Core Project Quality Concepts: Fact-based management Working Correctly with Data and using information correctly a. It is important while working with data to know that how it has been collected, handled and stored. b. Efforts should be directed towards collecting complete, correct and timely data. c. Data collection techniques vary from looking for simple patterns and trends in small projects to using advanced statistical tools for complex projects. d. Encourage truth and transparency in communications e. Use available data to challenge opinions and decisions.
  • 42. Core Project Quality Concepts: Fact-based management Empowered performance: Empowered performance means: — To have capable and willing workers at every function. — To allow some decision making authority to those lower in the organization so that they can take some risk. — To treat risk events as learning opportunities.
  • 43. Core Project Quality Concepts: Fact-based management Empowered performance: b. Recognize individuality c. Leaders should promote inclusiveness; treat diversity as a tool for project development. d. Leaders should ask the team members what “they” want from the project apart from the success of the project. e. Capitalizing on individual strengths f. Leaders should create opportunities according to talents of individuals so the employee would recognize this and will be motivated to excel. This will result in his/her best performance.
  • 44. Core Project Quality Concepts: Fact-based management Empowered performance:  Emphasize individual responsibilities  Use appropriate collaboration a. Cross-functional teams are most effective and help promote individual and team development. Also help flourish organizational learning. b. Develop lessons learned at the completion of project milestones and at project closure.
  • 45. Project Quality Management Plan  Quality Policy  Quality Baseline  Quality Assurance  Quality Control
  • 46. Project Quality Management Plan Quality Policy  Document that is typically created by quality experts and fully supported by top management.  Quality policy should contain: a. Quality objectives b. Level of quality acceptable to organization c. Responsibility of members for executing and implementing quality policy in the organization.  Quality policy creates organization’s reputation and image.
  • 47. Project Quality Management Plan Quality Policy…continued  Implementation of quality policy is responsibility of top management.  Good Quality policy will: a. Include what needs to be done and not how it can be done. b. Promote consistency throughout the organization c. Provide explanation to outsiders that how organization views quality d. Provide guidelines for important quality matters. e. Provide provisions for changing/updating the policy.
  • 48. Project Quality Management Plan Quality Baseline:  A metrics that defines precisely what needs to be measured and how it can be measured.  Developing a Quality baseline is performing an analysis/study to determine the current level of performance in a specific activity.  A baseline needs to be established for two reasons: 1. To identify perceived quality problems 2. To establish Quality improvement objectives through the baseline and to measure improvements in quality.  Quality baseline sets a benchmark from where progress can be tracked.  It includes target value for achieving each objective so people stay focused.
  • 49. Project Quality Management Plan Quality Assurance  Quality Assurance is the collective term for formal activities and managerial processes to ensure products and services meet required quality level.  It is one way to simultaneously improve quality and manage stakeholder relationships.  Primary methods of Quality Assurance includes: 1. Quality Audit: Which is an independent evaluation performed by qualified personnel to ensure products meet quality requirements. 2. Process improvement: which is used to improve both quality and productivity.
  • 50. Project Quality Management Plan Quality Assurance…continued Good Quality Assurance system: 1. Identify objectives and standards 2. Be multi-functional and prevention oriented 3. Plan for collection and use of data in cycle of continuous improvement. 4. Plan for establishment and maintenance of performance measures. 5. Include quality audits.
  • 51. Project Quality Management Plan Quality Control: “Monitoring specific results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results.” PMBOK® Guide.  Quality control involves use of statistical process control to reduce variability and increase efficiency of processes.  It certifies that the organization’s quality goals/objectives are met. Picture Courtesy: Bryan Lester
  • 52. Project Quality Management Plan Quality Control: A good quality control system will: a. Select what to control b. Set standards for decisions regarding possible corrective actions c. Establish measurement methods used. d. Compare actual results to standards. e. Monitor and calibrate measuring devices. f. Include detailed documentation for all processes.
  • 53. IN CLASS EXERCISE • Please take 5 minutes to go through the handout. • Answer:  Potential Issues 1. Rework 2. Higher maintenance and support costs 3. Client dissatisfaction 4. Missed deadlines and budget 5. Poor morale.  Possible Remedies 7. Detailed Criteria for completeness and correctness 8. Revamp the Quality Control Process 9. Set up a Quality Assurance Process
  • 54. Project Quality Tools  Used to help organizations manage the quality of their processes/projects  To better understand the use of these tools in project quality management, the DMAIC model has been used to classify where each tool is used
  • 55. Project Quality Tools – Define Phase  The Project Charter ― Sets expectations and scope of the Project  Communication Plan – To keep stakeholders in the loop about project progress  Voice of the customer • Used to capture the requirements/feedback from the customer to provide the customer with the best service/product quality. • Can be captured in a variety of ways: − Direct Discussion/Interviews − Surveys − Field Reports − Warranty Data
  • 56. Project Quality Tools – Define Phase  Stakeholder Analysis – Used to identify affected parties and their position on the project  SIPOC (Supplier-Input-Process-Output-Customer) – Used to help with scoping and boundaries
  • 57. Project Quality Tools – Measure Phase  Critical to Quality (CTQ) − Used to identify qualities of the service/process which are critical to the customer needs − Example: Car door sound when closing may be critical to the customer so the dimensional tolerances and cushioning needed to produce those conditions are CTQs for the auto maker.  Data Collection Plan (Define Measures) — Used to collect data for root cause analysis. — Tells where to store data nd how much data is needed
  • 58. Project Quality Tools – Measure Phase  Flow Chart(Process Map) • Shows sequence of activities or information travel • Used for identifying bottlenecks, decision points, responsibilities.
  • 59. Project Quality Tools – Analyze Phase  FMEA (Failure Mode and Effect Analysis) − Helps understand potential failure causes. − Used for prioritizing risk, suggesting abatements, and adjust the scores after abatements. Source: www.wikipedia.org
  • 60. Project Quality Tools – Analyze Phase  Histogram – Vertical bar graph to view performance and tendencies of the current process  Pareto Chart • Vertical bar chart to rank and identify key reasons for defects and to identify which critical areas need improvement NO. OF DEFECTS TYPES OF DEFECTS HISTOGRAM PARETO CHART Source: www.wikipedia.org
  • 61. Project Quality Tools – Analyze Phase  Run Chart − It is a line graph which shows the process performance over time  Root Cause Analysis – It is a technique to determine the root cause of a problem. – It helps to identify which problems should be focused on before others Source: Run Chart, www.wikipedia.org
  • 62. Project Quality Tools – Improve Phase  Pilot – A pilot project means to run a project solution on a small scale. – Helpful in finding out if any improvements are needed  Brainstorming – Tool to quickly generate many ideas – Can help identify current process issues, potential roadblocks and potential solutions.
  • 63. Project Quality Tools – Improve Phase  Cause and Effect Diagram( Ishikawa/Fishbone) – This tool helps discover many potential causes of problems and also helps identify their causes. Source: Fishbone Diagram - www.envisionsoftware.com
  • 64. Project Quality Tools – Control Phase  Control Charts – Help understand variation over time – Shows how much variation is in a process over time  The above chart is called a X-Bar Chart  There are other types of charts also which are used depending on what needs to be checked Source: Control Charts – www.omnilingua.com
  • 65. Project Quality Tools – Control Phase  Dashboards (Scorecards) – They contain a few measures which summarize performance Shows how much variation is in a process over time. – They are used to baseline current performance metrics and to measure improvement after changes have been made to the process.  Lessons Learned – It is the knowledge from the captured and shared experience. – Useful for recognizing best practices for future Projects.
  • 66. Project Quality Tools – Control Phase  Change Management – It is a structured approach to overcome resistance. – It is a support for gaining and maintaining buy-in and acceptance of any changes.  Project Review – It is the assessment of project progress and problems for continuation. – It helps keep project on track in terms of budget/schedule/milestones and requirements of stakeholders
  • 67. Cost of Quality (COQ)  COQ is the total price of all efforts to achieve product or service that conforms to requirements. “Quality Management for Projects and Programs, Lewis R. Ireland, Fellow PMI”.  Moral: “Build it right the first time”. Otherwise the non- conformance costs can be greater than conformance costs.  Cost of Quality ("COQ") advantages: 1. Measurement used for assessing the waste or losses from some defined process. 2. Track changes over time for one particular process, or can be used as a benchmark for comparison of two or more different processes (eg. two machines, different production lines, sister plants, two competitor companies, etc.).
  • 68. Cost of Quality (COQ) Most COQ systems are defined by 4 categories of costs: Table Source: 1] http://www.pqa.net/ProdServices/Qtools/COQ.htm#Why is COQ Important; 2] 20.8 COQ, Project Management systems approach, Harold Kerzner, PHD.
  • 69. Project Kickoff- Project Kickoff Meetings Kickoff meetings are excellent communication and team building opportunities. The principle purpose is to get the project started on right foot and should have all or most of the following objectives:
  • 70. Kickoff Meeting Agenda The following items should be included in kickoff meeting agenda:
  • 71. Baseline and Communication for Project Management Plan A project plan becomes officially ready when all project related details are available for key stakeholders and when the plan supports the baseline. It is important to communicate the project management plan in accordance with the communications plan. Baseline is the approved time phased plan, plus or minus approved project changes defined by PMBOK® Guide.
  • 73. References:  Project Management- A contemporary approach, Kloppenborg  ISO  www.iso.org  http://en.wikipedia.org/wiki/ISO_9000#2000_version  Kerzner, Harold, Project Management- A systems approach to planning, scheduling and controlling.  DMAIC, Six Sigma overview  http://www.asq.org/learn-about-quality/six-sigma/overview/dmaic.html  Deming PDCA:  http://elsmar.com/pdf_files/DemingPDCA.gif  http://www.youtube.com/watch?v=kao1K30LXEk&feature=related  http://www.sset-platform.org/@api/deki/files/159/=stakeholder_analysis.jpg  Project Quality Planning:  http://www.projectperfect.com.au/info_project_quality_planning.php  Deming:  http://en.wikipedia.org/wiki/W._Edwards_Deming  Juran’s Trilogy:  http://www.public.iastate.edu/~vardeman/IE361/f02mini/kroh.pdf  COQ  Quality Management for Projects and Programs, Lewis R. Ireland Fellow, PMI”
  • 74. References: Stakeholder Analysis: http://erc.msh.org/quality/ittools/itstkan.cfm Project Quality Management Process A Guide to Project Management Body of Knowledge (PMBOK Guide) Fact-Based management contents: http://www.consultingindetail.com/fb_proj_mgnt.html Process Control: Project Management- A Managerial approach, Jack.R.Meredith, Samuel J.Mantel,Jr. Quality Policy Project Management-A systems approach to planning, scheduling and controlling; Harold Kerzner, PHD. Quality Baseline: http://conceptfortheday.blogspot.com/2007/10/quality-baseline.html
  • 75. References: • Project Management – A Contemporary Approach; Timothy J. Kloppenborg •Quality Control and Assurance Project Management-A systems approach to planning, scheduling and controlling; Harold Kerzner, PHD. •Cost of Quality: http://www.pqa.net/ProdServices/Qtools/COQ.htm#Why is COQ Important •Project Management-A systems approach to planning, scheduling and controlling; Harold Kerzner, PHD. • Project Management Workbook to accompany Project Management-A systems approach to planning, scheduling and controlling; Harold Kerzner, PHD.