Pm deep dive quality management

PM DeepDivePM DeepDive

Project Quality ManagementNiraj Agarwal- Niraj Agarwal

May 2011Slide 1

Project Quality ManagementProject Quality ManagementDefinition

Project Quality Management processes include all the activities of the Project Quality Management processes include all the 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.

Quality Planning – identifying which quality standards are relevant to the project and determining how to satisfy them.

P f Q lit A l i th l d t ti lit Perform Quality Assurance – applying the planned, systematic quality activities to ensure that the project employs all processes needed to meet requirements.

f l l f lPerform Quality Control – monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

May 2011Slide 2

Project Quality ManagementProject Quality ManagementWhat is Quality?

• The totality of characteristics—features functionalities and The totality of characteristics features, functionalities and performance requirements—of an entity that bear on its ability to satisfy stated or implied needs.

• In simpler terms the degree to which the project fulfils requirements• In simpler terms, the degree to which the project fulfils requirements.

• Quality and Grade are different concepts. Grade is a category or rank given to entities having the same functional use but different quality

i t Hi h G d f t d f ti t requirements. Higher Grade means more features and functions, not necessarily higher quality.

May 2011Slide 3

Project Quality ManagementProject Quality ManagementGoals of Quality

• Conformance to the requirements - Does the product or service Conformance to the requirements Does the product or service conform to the requirements?

• Fitness for use - Is the product or service capable of being used?

• Fitness for purpose - Does the product or service meet its intended purpose?

• Customer Satisfaction - Understanding, managing, and influencing g g g gneeds so that customer expectations are met or exceeded.

• Prevention over Inspection - The cost of avoiding mistakes is always much less than the cost of correcting themuc ess t a t e cost o co ect g t e

May 2011Slide 4

Project Quality ManagementProject Quality ManagementCost of Quality

• Cost of quality is the total cost of all the work required to assure the Cost of quality is the total cost of all the work required to assure the project meets the quality standards.

• These costs include all the work required, planned and unplanned, to meet these standards as well as the cost of nonconformance rework meet these standards, as well as the cost of nonconformance, rework, and quality assessments.

• In other words Cost of Quality is cost of conformance plus the cost of fnon conformance.

May 2011Slide 5

Project Quality ManagementProject Quality ManagementMajor Cost Categories of Quality

• Prevention costs are the costs of keeping defects out of the hands of Prevention costs are the costs of keeping defects out of the hands of the customers. These costs include quality planning, training, design review, contractor or supplier costs, and any product or process testing you may perform.y y p

• Appraisal costs include the activities performed to examine the product or process and make certain the quality requirements are being met. Appraisal costs include inspection, testing, and formal quality met. Appraisal costs include inspection, testing, and formal quality audits.

May 2011Slide 6

Project Quality ManagementProject Quality ManagementMajor Cost Categories of Quality

• Failure costs include the cost of activities needed if the product failsFailure costs include the cost of activities needed if the product fails.

• Failure costs are also known as the cost of poor quality.

- Internal failure costs result when the customer requirements are not satisfied but the product is still in the control of the organization. Some examples of internal failure costs include corrective action, rework, scrapping, and downtime.

- External failure costs occur when the product has reached the customer and they determine it doesn’t meet their requirements. Example external failure costs include inspections at the customer

dsite, returns, and customer service costs.

May 2011Slide 7

Project Quality ManagementProject Quality ManagementMajor Cost Categories of Quality

May 2011Slide 8

Plan QualityPlan QualityDefinition & ITTO

The process of identifying quality requirements and/or standards for The process of identifying quality requirements and/or standards for the project.

May 2011Slide 9

Plan QualityPlan Quality

May 2011Slide 10

Plan QualityPlan QualityTools & Techniques

• Benefit/cost analysis - Considers cost and benefits arising from Benefit/cost analysis Considers cost and benefits arising from different approaches to quality planning

• Benchmarking - Established standards, practices, or performances from other projects or market that can be used as comparisonfrom other projects or market that can be used as comparison

• Design of experiments (DOE) - An analytical technique which helps to identify variables with greatest influences

• Flowcharting uses diagrams that depict the relationship of various elements in the project.

May 2011Slide 11

Plan QualityPlan QualityQuality metrics

• A quality metric is a standard of measurement that specifically A quality metric is a standard of measurement that specifically defines what will be measured and how it will be measured.

• You can define metrics for any area of the project.

• E.g. A web sales application - To measure quality of the checkout process, your metric might state that when the customer implements the checkout process, the system will multiply the price of each item by th tit f it d d d t th li bl l t d the quantity of items ordered and compute the applicable sales tax and shipping charges 100 percent of the time. This metric would be part of the test scenarios used in the user acceptance test.

May 2011Slide 12

Plan QualityPlan QualityQuality checklists

• A quality checklist is a tool that lists a series of steps that must be A quality checklist is a tool that lists a series of steps that must be taken to complete an activity or process.

• As each step is completed, it is marked off the list.

• This provides documentation that the steps were completed and can also be used to track when the step was taken and who performed the work.

• Typically phrased as imperatives (DO IT! - LISTS) or as interrogatives (HAS THIS BEEN DONE? - LISTS)

May 2011Slide 13

Quality Assurance ProcessQuality Assurance ProcessDefinition & ITTO

The application of planned systematic quality activities to ensure that The application of planned, systematic quality activities to ensure that the project will employ all processes needed to meet requirements.

May 2011Slide 14

Quality Assurance ProcessQuality Assurance ProcessITTO

May 2011Slide 15

Quality Assurance ProcessQuality Assurance ProcessQuality Audits

• A structured independent review of quality management activities to A structured independent review of quality management activities to determine whether project activities comply with organizational and project policies, processes, and procedures.

• Identify Lessons Learned for performance improvements• Identify Lessons Learned for performance improvements

• Performed on a scheduled and random basis

• Can be performed by trained in-house auditors or by external p y yauditors

May 2011Slide 16

Perform Quality ControlPerform Quality ControlDefinition & ITTO

The Monitoring specific process to determine if they comply with The Monitoring specific process to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results.

May 2011Slide 17

Perform Quality ControlPerform Quality Control

May 2011Slide 18

Perform Quality ControlPerform Quality ControlCause and Effect Diagrams

• Cause and Effect Diagrams are also called fishbone diagrams or Cause and Effect Diagrams are also called fishbone diagrams or Ishikawa diagrams

• Analyze the inputs to a process to identify the causes of errors.

CAUSES EFFECT

TIME

MAJOR DEFECT

MATERIALMETHODMACHINE

ENVIRONMENTPERSONNELMEASUREMENTENERGY ENVIRONMENTPERSONNELMEASUREMENTENERGY

May 2011Slide 19

Perform Quality ControlPerform Quality ControlPareto Chart

• A relatively small number of causes will typically produce a large A relatively small number of causes will typically produce a large majority of the problems or defects.

• Accredited for the 80/20 Rule

• A Histogram, ordered by frequency of occurrence, that shows how many results were generated by type or category of identified causes.

• Defects with most frequent occurrence should be targeted for q gcorrective action.

May 2011Slide 20

Pop QuizPop QuizQuestion 1

A quality technique that analyzes similar activities as a means A quality technique that analyzes similar activities as a means of comparison is known as what?

A. Cost - benefit analysis

B. Cost of quality

C. Flowcharting

D BenchmarkingD. Benchmarking

May 2011Slide 21

Pop QuizPop QuizQuestion 2

The benefits of meeting quality requirements include all of The benefits of meeting quality requirements include all of the following except for which one?

A. Increased satisfaction

B. Less rework

C. Higher productivity

D Lower costsD. Lower costs

E. Improved quality metrics

May 2011Slide 22

Pop QuizPop QuizQuestion 3

Which of the following are the types of cost of quality? Choose Which of the following are the types of cost of quality? Choose three.

A. Failure costs

B. Prevention costs

C. Appraisal costs

D Equipment costsD. Equipment costs

E. Resource costs

F. Quality Planning costs

G. Extended support costs

May 2011Slide 23

Pop QuizPop QuizQuestion 4

These costs are also known as the cost of poor quality.These costs are also known as the cost of poor quality.

A. Appraisal costs

B. Corrective costs

C. Prevention costs

D. Failure costs

May 2011Slide 24

Thank You!Thank You!