Delivering Quality

8/3/2019 Delivering Quality

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MGW 2700

Week 10


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Topic 10

Delivering Quality


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Topic readings

1. Burke R. Project Management; Planning & Control

Techniques (3rd ed.). New York: John Wiley & Sons Ltd, 2000

Chapter 17 (pp. 218-228)

2. Leavitt, J. S. & Nunn, P. C. (1994). Total Quality through

Project Management. Chapter 2 Concepts of total quality.

3. Kirk, J. (2000). Implementing TQM: Some influencing factors.Management Services, 44(9): 14-17


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Download those readings from

the unit website


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uality?


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Quality is conformance torequirements or fitness for use

Juran (1951)


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Quality if the totality of characteristics

of an entity that bear on its ability to

satisfy stated or implied needs

- ISO


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Quality is the totality of characteristics

of an entity that bear on its ability to

satisfy stated or implied needs

- ISO


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Quality is meeting or exceedingcustomer needs and expectation at a

cost that represents a value to them

- Harrington


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Dimension of Quality

Durability

Serviceability

Aesthetics Safety

Perception

Performance

Features

Reliability Conformance


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Dimension of Quality

(for services)

Time and

timeliness

Completeness Courtesy

Consistency

Accessibility and

convenience

Accuracy Responsiveness


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Quality Management

Is the process of ensuring that all project

activities necessary to design, planning, and

implement a project are effective and efficient

with respect to the purpose of the objective and

performance


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Quality Management (LO1)

Quality Management refers to:

Quality of the project itself

(quality management system)

Quality of the project outcomes (quality control system)


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Quality management and control

Quality is monitored by:

Assurance is the project meeting the

specified objectives (e.g., cost & time)?

Control is the project outcome meeting the

specified requirements?


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Quality Assurance

Part of the monitoring and control system

(Topic 11 & 12)

All aspects of project monitored (and action

taken) to ensure objectives will be met.


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Quality control

Integrated system to ensure the project

outcome will meet specifications.


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Quality and Cost


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Higher quality costs less, not more


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Demings Chain Reaction

Improve Quality Costs decrease: less

rework, fewer

mistakes, delays,

snags, better use of

machines, time, and

materials

Productivity

improve

Capture the market

with better quality

and lower price

Stay in businessProvide jobs and

more jobs!


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Why spend all this time finding andfixing and fighting when you could

prevent the incident in the first place?

Philip Crosby


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Quality costs

Quality is free where it is achieved


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Quality costs

But this will incur two costs:

Prevention costs

steps planned to meet quality requirements

Appraisal costs Inspection and monitoring following the plan


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Quality costs

Where quality is not met, two more costs are

incurred:

Internal failure costs

Expenses incurred by project to rectify quality failure

External Failure costs

Expenses incurred by clients or stakeholders to rectify quality

failure

If the first two costs (prevention and appraisal) are less than

failure costs then the quality system pays for itself!


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An artificial division of quality?

The division between quality management andquality control is not always clear cut

Some projects (often those without tangibleoutputs) have not need to create an artificialdivision of quality between the project and

product

See: http://www.bia.ca/articles/pj-combining-iso-10006-pmbok-to-ensure-successful-projects.htm


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Methods for implementing quality (LO2)

Quality control plan

Quality monitoring integrated with the schedule

Quality circles

Employee meetings to discuss quality issues

Quality accreditation or certification

International Organisation for Standards (ISO) -

http://www.iso.org/iso/home.htm

Standards Australia -

http://www.standards.org.au/
http://www.iso.org/iso/home.htmhttp://www.iso.org/iso/home.htm


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Total Quality Management (LO3)

Recognition and implementation of quality in

all aspects the project and project outcomes.

Includes the soft (management) and hard

(technical) components of the project

This requires an analysis of systems and

stakeholders


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Total Quality Management (TQM)

Is the project ready for TQM?

New methods and measures

Scrutiny of operations

Targeting efficiency and effectives

Creating new networks and processes


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Total Quality Management (LO4)

Factors to consider for implementing TQM inprojects:

1. Incentivewill TQMpay off?

2. Receptivitywill TQM be accepted?

3. Abilityis the team capable of TQM?

4. Processhow will TQM be implemented?

5. Special factorswill internal or external factorsaffect TQM?


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Assignment 2

Element #7

A quality management system and a quality

control system

This is not just a summary of literature, but a

design of quality management system of your

project


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Next week

1. Define quality in your own words. Explain why quality is often

a misused term.

2. Describe and differentiate between prevention costs,

appraisal costs, internal failure costs, and external failure

costs. Why is it important for these costs to be distinguished

by a project manager?

3. Explain why a rise in prevention costs through quality

management may reduce the overall cost of the project (refer

the Figure 2 in the first reading).

4. Why is quality free? Use an example to explain your answer.


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5. Describe some potential benefits of quality circles. Why wouldn't these benefits

be realised without quality circles?

6. Explain the purpose of a quality audit.

7. The second assignment requires that you develop a monitoring and evaluationsystem (Topic 11). Write a paragraph explaining how quality can be measured

and managed as part of this system. How will this be implemented for the

project?

8. What are the elements of a TQM system? Why have many businesses found itdifficult to implement TQM?

9. Explain how the factors that influence TQM apply to the various aspects of

project management.

Delivering Quality

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