8.project qualitymanagement
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The document covers project quality management, detailing its processes including planning, assurance, and control of quality to meet project requirements. It emphasizes the importance of quality policies, objectives, and the tools needed for effective quality management, regardless of the project's nature. Additionally, it discusses the costs associated with quality and poor quality, providing techniques and tools to enhance quality management practices.
8.project qualitymanagement
- 1. Project Management 1 Prepared by - Niranjana K R for Alliance University Chapter 8: Project Quality Management Faculty: Niranjana K R B.E., QA Professional, Six Sigma Black Belt, LA for ISO 9001 and AS 9100 Rev C, Member of PMI & QCFI
- 2. Chapter 8: Topics Introduction to Project Quality Management 8.1 Plan Quality Management – Inputs, Tools and Techniques, Outputs 8.2 Perform Quality Assurance– Inputs, Tools and Techniques, Outputs 8.3 Control Quality– Inputs, Tools and Techniques, Outputs Refer : Annex A1 – The Standard for Project Management of a Project – P 417 – 461 to understand interactions between these processes and other knowledge areas. Prepared by - Niranjana K R 2
- 3. 8 Project Quality Management (1 of 3) • Project Quality Management – Includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. – Uses policies and procedures to implement, within the project’s context, the organization’s quality management system and, as appropriate, it supports continuous process improvement activities as undertaken on behalf of the performing organization. – Works to ensure that the project requirements, including product requirements, are met and validated. Prepared by - Niranjana K R 3
- 4. 8 Project Quality Management (2 of 3) • Figure 8-1 provides an overview of the Project Quality Management Processes, which are: – Plan Quality Management – Perform Quality Assurance – Control Quality • PQM address the management of the project and the deliverables of the project. It applies to all projects, regardless of the nature of their deliverables. Prepared by - Niranjana K R 4
- 5. 8 Project Quality Management (3 of 3) • Quality measures and techniques are specific to the type of deliverables being produced by the project. – For example, PQM for SW deliverables may us different approaches and measures from those used when building a nuclear power plant. In either case, failure to meet the quality requirements can have serious, negative consequences for any or all of the project’s stakeholders. • The project manager and the team are responsible for managing the trade-offs associated with delivering the required levels of both quality and grade. – Quality is the degree to which the product meets the customer or end-user requirements – Grade is a category assigned to products that have the same functional use but different technical characteristics. High grade does not imply high quality. • The basic approach to project quality management is intended to be compatible with ISO quality standards. Prepared by - Niranjana K R 5
- 6. 8.1 Plan Quality Management (1 of 2) Prepared by - Niranjana K R 6
- 7. 8.1 Plan Quality Management (2 of 2) Prepared by - Niranjana K R 7 • This is the process (Figure 8-3) of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements and/or standards. • Key benefit - it provides guidance and direction on how the quality will be managed and validated throughout the project.
- 8. 8.1.2 Plan Quality Management :Tools and Techniques ( 1 of 8) Prepared by - Niranjana K R 8 • Cost-Benefit Analysis – Primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability. • Cost of Quality (COQ) – Cost of quality includes all costs incurred over the life of the product by investment in – preventing non-conformance to requirements, – appraising the product of service for conformance to requirements, and – failing to meet requirements (rework).
- 9. 8.1.2 Plan Quality Management :Tools and Techniques ( 2 of 8) Prepared by - Niranjana K R 9
- 10. 8.1.2 Plan Quality Management :Tools and Techniques ( 3 of 8) Prepared by - Niranjana K R 10 Cost of Poor Quality
- 11. 8.1.2 Plan Quality Management :Tools and Techniques ( 4 of 8) Prepared by - Niranjana K R 11 7 Basic Quality Tools 1. Cause-and-effect diagram, also known as fishbone diagram or Ishikawa diagram. 2. Flowcharts, also referred to as process maps, which displays the sequence of steps and branching possibilities in the process of transformation of one or more inputs into one or more outputs. 3. Check sheets, or checklists are used to as tally sheets when gathering process data.
- 12. 8.1.2 Plan Quality Management :Tools and Techniques ( 5 of 8) Prepared by - Niranjana K R 12 7 Basic Quality Tools (continued from prev. Slide) 4. Pareto Diagrams, used to identify vital few out of trivial many causes that are responsible for causing most of a problem’s effects. 5. Histogram, are special form of bar chart and are used to describe the central tendency, dispersion, and shape of a statistical distribution. 6. Control Charts, are used to determine whether or not processes is stable or has predictable performance. Upper and Lower specification limits are based on requirements of the agreement, which reflect the max. and min. values allowed. 7. Scatter diagrams, plot ordered pairs (X,Y) and are sometimes called correlation charts because they seek to explain a change in the dependent variable, Y, in relationship to a change observed in the corresponding independent variable, X. The direction of correlation may be proportional ( +ve correlation), inverse (-ve correlation), or a pattern of correlation may not exist (Zero correlation).
- 13. 8.1.2 Plan Quality Management :Tools and Techniques ( 6 of 8) Prepared by - Niranjana K R 13 Process Definition Model Entry Criteria eXit Criteria V & V definitions Task definitions Inputs Outputs
- 14. 8.1.2 Plan Quality Management :Tools and Techniques ( 7 of 8) Prepared by - Niranjana K R 14 Other very useful Quality tools 1. Benchmarking – Comparing actual or planned project practices to those of comparable projects to identify best practices, generate ideas for improvement, and provide a basis for measuring performance. 2. Design of Experiments (DOE) – is a statistical method for identifying which factors may influence specific variables of a product or process under development or in production. DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on cost of quality. 3. Statistical Sampling – It involves choosing part of a population of interest for inspection (ex- Drawing, document reviews). Sample frequency and sizes should be determined during the Plan Quality Management Process so that the cost of quality include the number of tests, expected scrap, etc.
- 15. 8.1.2 Plan Quality Management :Tools and Techniques ( 8 of 8) Prepared by - Niranjana K R 15 Additional Quality Planning Tools 1. Brainstorming 2. Force field analysis 3. Nominal group techniques 4. Meetings
- 16. 8.2 Perform Quality Assurance (1 of 2) Prepared by - Niranjana K R 16
- 17. 8.2 Perform Quality Assurance (2 of 2) Prepared by - Niranjana K R 17 • This is the process (Figure 8-9) of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used. • Key benefit - it facilitates the improvement of quality processes.
- 18. 8.2.2 Perform Quality Assurance :Tools and Techniques Prepared by - Niranjana K R 18 • Here are some useful tools to perform QA: –Affinity Diagrams –Process Decision Program Charts (PDPC) – Interrelationship digraphs –Tree diagrams –Prioritization matrices –Activity Network Diagram – Matrix Diagrams
- 19. 8.3 Control Quality (1 of 2) Prepared by - Niranjana K R 19
- 20. 8.3 Control Quality (2 of 2) Prepared by - Niranjana K R 20 • This is the process (Figure 8-12) of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. • Key benefits of this process include: 1. Identifying the case of poor process or product quality and recommending and/or taking action to eliminate them; 2. Validating that project deliverables and work meet the requirements specified by key stakeholders necessary for final acceptance.
- 21. Practice • Using MS Project try concepts discussed during this chapter with reference to cases assigned. Prepared by - Niranjana K R 21
- 22. Prepared by - Niranjana K R 22
Editor's Notes
- #6: Quality Quality is the degree to which the product or result meets the customer or end-user requirements. Their requirements may or may not be in alignment with the documented project requirements, however. It is simply their assessment on how well the output aligns with their needs and expectations. It can be said that quality is “in the eye of the beholder”. Even if I feel that my product is high quality, I cannot assume that my customer or end-user will agree with my assessment. Grade Grade is a category assigned to products that have the same functional use but different technical characteristics. Grade is usually determined through some set of pre-determined measurements and demonstration of compliance to those measurements.