Project Management CTC-ITC 310 Spring 2018 Howard Rosenthal · Project Management CTC-ITC 310...

ProjectManagementCTC-ITC310Spring2018

HowardRosenthal

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Notice�  Thiscourseisbasedonandincludesmaterialfromthetext:

AUser’sManualTothePMBOKGuideAuthors:CynthiaStackpoleSnyderPublisher:WileyISBN:978-1-118-43107-8,Copyright2013

�  ItalsoutilizesgeneralinformationandfiguresfromthePMBOK:AGuidetotheProjectManagementBodyofKnowledge(PMBOK5THEdition)Publisher:ProjectManagementInstituteISBN:978-1-935589-67-9,Copyright2013andAGuidetotheProjectManagementBodyofKnowledge(PMBOK6THEdition)Publisher:ProjectManagementInstituteISBN:978-1-628251-84-5,Copyright2017

�  Thecoursealsoincludesandinterspersessomematerials,mostoftendiagrams,providedbyMr.Wysocki’sPowerPointslides,atthewebsite:www.wiley.com/go/epm7eAndthebookEffectiveProjectManagement-Traditional,Agile,Extreme7THEditionAuthors:RobertK.WysockiPublisher:WileyISBN:978-1-118-72916-8,Copyright2014

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LessonGoals

� DefinewhatProjectQualityManagementis� DescribeeffectiveQualityManagement� DiscussISOqualitystandards� ThePlan-Do-Check-Actapproach� Describequalitymeasurement� Discussthedifferencesbetweencorrelationandcausation

� Describethequalitytoolsandhowtheyareused

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ProjectManagementProcessGroupsandKnowledgeAreas

4PMBOKStdV6Table1-1

ProjectQualityManagement(1)� ProjectQualityManagementincludestheprocessesandactivitiesoftheperformingorganizationthatdeterminequalitypolicies,objectives,andresponsibilitiessothattheprojectwillsatisfytheneedsforwhichitwasundertaken

� Projectqualitymanagementisappliedtotheprojectandtheproduct� Qualityprocessesandtoolsandtechniquesfortheproductareindustryandproductspecific�  Softwarequalityisfardifferentthanpavementquality

� Qualityprocessesandtoolsandtechniquesfortheprojectcanbeappliedtomostprojectsthesameway�  Bothmustbeplannedintotheprojecttoensuretheresultmeetsthecustomerexpectationsandfulfillstheprojectobjectives�  Manyqualitymetricsdealwithfaultsandfailures

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ProjectQualityManagement(2)�  UnderlyingassumptionsofQualityManagement

�  Customersatisfactionisakeycomponentofprojectsuccess�  Customersatisfactioncanbedescribedasconformanceto

requirementsandfitnessforuse

�  Itisbettertoplanqualityinandpreventdefectsanderrorsfromoccurringratherthantofinderrorsduringtheinspectionprocess

�  Theplan-do-check-actprocessasdefinedbyDemingandShewhartisthebasisforqualityimprovement,butitisnotexplicitlyidentifiedinthequalityprocesses

�  Muchoftheinvestmentinqualitycomesfromtheorganization�  Qualityprocessesandprocedures,certifications,investmentin

proprietaryqualitymethodologies(suchasTQMorSixSigma)aretheresponsibilityoftheorganization

�  Itistheresponsibilityoftheprojecttofollowthoseprocesses7

ProjectQualityManagement(3)�  Therearesixlevelsofincreasinglyeffectivequalitymanagement�  Themostexpensiveapproachistoletthecustomerfindthedefects�  Canleadtowarrantyissues,recalls,lossofreputation,even

bankruptcyonextremecases�  Detectandcorrectthedefectsbeforethedeliverablesaresenttothecustomerasapartofthequalitycontrolprocess�  Thishascostsrelatedtoappraisalandinternalfailure

�  Usequalityassurancetoexamineandcorrecttheprocess,notjustthedefects

�  Incorporatequalityintotheplanningandthedesigningoftheprojectandproduct

�  Createaculturethroughouttheorganizationthatisawareandcommittedtoqualityinprocessesandproducts

�  Provideaprocessofcontinuousprocessimprovement�  Significantresourcesarespenttoachieveandbecertifiedatthesehigherqualitylevels

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ISOQualityStandards(1)�  ISO9000Standardsaddressquality

�  AnISO9001qualitymanagementsystemwillhelpyoutocontinuallymonitorandmanagequalityacrossalloperations

�  Itistheworld'smostwidelyrecognizedqualitymanagementstandard,�  Itoutlineswaystoachieve,aswellasbenchmark,consistentperformanceand

service�  Companiesspendenormousamountsofmoneytogetcertifiedinvarious

InternationalStandardsOrganization(ISO)processes�  Theyalsospendlotsofmoneytrainingandcertifyingemployeesandpreparing

forreviews�  InthecontextofachievingISOcompatibility,modernqualitymanagement

approachesseektominimizevariationandtodeliverresultsthatmeetdefinedrequirements.Theseapproachesrecognizetheimportanceof:�  CustomerSatisfaction

�  Understanding,evaluating,defining,andmanagingrequirementssothatcustomerexpectationsaremet.Thisrequires�  Conformancetorequirements(toensuretheprojectproduceswhatitwascreatedto

produce)�  Fitnessforuse(theproductorserviceneedstosatisfytherealneeds)

�  Preventionoverinspection�  Qualityshouldbeplanned,designed,andbuiltinto—notinspectedintotheproject’s

managementortheproject’sdeliverables.�  Thecostofpreventingmistakesisgenerallymuchlessthanthecostofcorrecting

mistakeswhentheyarefoundbyinspectionorduringusage

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ISOQualityStandards(2)�  ContinuousImprovement

�  ThePDCA(plan-do-check-act)cycleisthebasisforqualityimprovementasdefinedbyShewhartandmodifiedbyDeming.

�  Inaddition,qualityimprovementinitiativessuchasTotalQualityManagement(TQM),SixSigma,andLeanSixSigmacouldimprovethequalityoftheproject’smanagementaswellasthequalityoftheproject’sproduct

�  CommonlyusedprocessimprovementmodelsincludeMalcolmBaldrige,OrganizationalProjectManagementMaturityModel(OPM3®),andCapabilityMaturityModelIntegrated(CMMI®)

� ManagementResponsibility�  Successrequirestheparticipationofallmembersoftheprojectteam

�  Nevertheless,managementretains,withinitsresponsibilityforquality,arelatedresponsibilitytoprovidesuitableresourcesatadequatecapacities.

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Plan-Do-Check-ActForContinuousQualityImprovement(1)�  Plan

�  Theplanningphaseinvolvesassessingacurrentprocess,oranewprocess,andfiguringouthowitcanbeimprovedupon

�  Knowingthetypesofoutputsthataredesiredhelpstodevelopaplantofixtheprocess

�  Itisofteneasiertoplansmallerchangesduringthisphasesothattheycanbeeasilymonitoredandtheoutputsaremorepredictable

�  Do�  Thedophaseallowstheplanfromtheprevioussteptobeenacted�  Smallchangesareusuallytested,anddataisgatheredtoseehow

effectivethechangeis�  Check

�  Duringthecheckphase,thedataandresultsgatheredfromthedophaseareevaluated�  Dataiscomparedtotheexpectedoutcomestoseeanysimilaritiesand

differences�  Thetestingprocessisalsoevaluatedtoseeiftherewereanychangesfromthe

originaltestcreatedduringtheplanningphase�  IfthedataisplacedinachartitcanmakeiteasiertoseeanytrendsifthePDCA

cycleisconductedmultipletimes�  Thishelpstoseewhatchangesworkbetterthanothers,andifsaidchanges

canbeimprovedaswell12

Plan-Do-Check-ActForContinuousQualityImprovement(2)�  Act

�  IftheCheckphaseshowsthatthePlanphasewhichwasimplementedintheDophaseisanimprovementtothepriorstandard(baseline),thenthatbecomesthenewstandard(baseline)forhowtheorganizationshouldactgoingforward(newstandardsarethussaidtobeenACTed)

�  IftheCheckphaseshowsthatthePlanphasewhichwasimplementedinDophaseisnotanimprovement,thentheexistingstandard(baseline)willremaininplace

�  Ineithercase,ifthecheckphaseshowedsomethingdifferentthanexpected(whetherbetterorworse),thenthereissomemorelearningtobedone...andthatwillsuggestpotentialfuturePDCAcycles

�  NotethatsomewhoteachPDCAassertthattheactphaseinvolvesmakingadjustmentsorcorrectiveactions,butgenerallyitwouldbecountertoPDCAthinkingtoproposeanddecideuponalternativechangeswithoutusingaproperplanphase,ortomakethemthenewstandard(baseline)withoutgoingthroughdoandchecksteps

�  Adjust�  Theadjustphaseisthealternativeversionoftheactphase�  OncePDCAhasbeenrunmultipletimes,theprocessgenerallyhasenough

informationforittobeconsideredanewstandard�  Thisisusuallycompletedintheactphase

�  Theadjustphaseallowstheprocesstocontinuetobemonitoredafterthechangeshavebeenimplementedandfixthemaccordingly

�  DoingthisletsthePDCAcycletrulybeforcontinuousimprovementinsteadofchangingaprocessandlettingitbecomeinefficientagain

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Plan-Do-Check-ActForContinuousQualityImprovement(3)

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ProjectQualityManagement-Processes� ProjectQualityManagementhasthreeprocesses

�  8.1PlanQualityManagement�  Theprocessofidentifyingqualityrequirementsand/orstandardsfortheprojectanditsdeliverablesanddocumentinghowtheprojectwilldemonstratecompliancewithqualityrequirements

�  8.2ManageQuality�  TheprocessoftranslatingtheQualityManagementPlanintoexecutablequalityactivitiesthatcanincorporatetheorganization’squalitypoliciesintotheproject

�  8.3ControlQuality�  Theprocessofmonitoringandrecordingresultsofexecutingthequalityactivitiestoassessperformanceandrecommendnecessarychanges,aswellasverifythatqualityrequirementhavebeenandarebeingmet

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ProjectQualityManagementOverview

17PMBOKV6GuideFigure8-1

QualityManagementProcessInteractions

18PMBOKGuideV6Figure8-2

QualityandGrade�  Somekeyterms

�  Quality�  Thedegreetowhichasetofinherentcharacteristicsfulfills

requirements�  Qualityasadeliveredperformanceorresultis“thedegreetowhicha

setofinherentcharacteristicsfulfillrequirements”(ISO9000)�  Grade

�  Gradeasadesignintentisacategoryassignedtodeliverableshavingthesamefunctionalusebutdifferenttechnicalcharacteristics

�  Acategoryorrankisusedtodistinguishitemsthathavethesamefunctionaluse(e.g.,“hammer”)butdonotsharethesamerequirementsforquality(e.g.,differenthammersmayneedtowithstanddifferentamountsofforce)

�  Itmaynotbeaproblemifasuitablelow-gradesoftwareproduct(onewithalimitednumberoffeatures)isofhighquality(noobviousdefects,readablemanual).Inthisexample,theproductwouldbeappropriateforitsgeneralpurposeofuse.

�  Itmaybeaproblemifahigh-gradesoftwareproduct(onewithnumerousfeatures)isoflowquality(manydefects,poorlyorganizeduserdocumentation).Inessence,itshigh-gradefeaturesetwouldproveineffectiveand/orinefficientduetoitslowquality.

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PrecisionandAccuracy�  Precision

�  Withinthequalitymanagementsystem,precisionisameasureofexactness�  Forexample,themagnitudeforeachincrementonthemeasurement’snumber

lineistheintervalthatdeterminesthemeasurement’sprecision—thegreaterthenumberofincrements,thegreatertheprecision.

�  Accuracy�  Withinthequalitymanagementsystem,accuracyisanassessmentof

correctness�  Forexample,ifthemeasuredvalueofanitemisveryclosetothetruevalueof

thecharacteristicbeingmeasured,themeasurementismoreaccurate.�  Considerarcherytargets

�  Arrowsclusteredtightlyinoneareaofthetarget,eveniftheyarenotclusteredinthebull’s-eye,areconsideredtohavehighprecision

�  Targetswherethearrowsaremorespreadoutbutequidistantfromthebull’s-eyeareconsideredtohavethesamedegreeofaccuracy

�  Targetswherethearrowsarebothtightlygroupedandwithinthebull’s-eyeareconsideredtobebothaccurateandprecise

�  Precisemeasurementsarenotnecessarilyaccuratemeasurements,andaccuratemeasurementsarenotnecessarilyprecisemeasurements.

�  Theprojectmanagementteamshoulddeterminetheappropriatelevelsofaccuracyandprecisionforuseinthequalitymanagementplan

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CostofQuality(1)�  CostofQuality(coQ)

�  Costofqualityreferstothetotalcostoftheconformanceworkandthenonconformanceworkthatshouldbedoneasacompensatoryeffortbecause,onthefirstattempttoperformthatwork,thepotentialexiststhatsomeportionoftherequiredworkeffortmaybedoneorhasbeendoneincorrectly

�  Thecostsforqualityworkmaybeincurredthroughoutthedeliverable’slifecycle�  Decisionsmadebytheprojectteamcanimpacttheoperationalcostsassociated

withusingacompleteddeliverable.�  Post-projectqualitycostsmaybeincurredbecauseofproductreturns,

warrantyclaims,andrecallcampaigns�  Becauseofthetemporarynatureofprojectsandthepotentialbenefitsthatmay

bederivedfromreducingthepost-projectcostofquality,sponsoringorganizationsmaychoosetoinvestinproductqualityimprovement�  Theseinvestmentsgenerallyaremadeintheareasofconformanceworkthat

acttopreventdefectsoracttomitigatethecostsofdefectsbyinspectingoutnonconformingunits

�  ACost-Benefitsanalysisisoftenperformed�  Theissuesrelatedtopost-projectCOQshouldbetheconcernofprogram

managementandportfoliomanagementsuchthatproject,program,andportfoliomanagementofficesshouldapplyappropriatereviews,templates,andfundingallocationsforthispurpose

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CostofQuality(2)

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235©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

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8.1.2 Plan Quality Management: Tools and Techniques

8.1.2.1 Cost-Benefit Analysis

The primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability. A cost-benefit analysis for each quality activity compares the cost of the quality step to the expected benefit.

8.1.2.2 Cost of Quality (COQ)

Cost of quality includes all costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework). Failure costs are often categorized into internal (found by the project) and external (found by the customer). Failure costs are also called cost of poor quality. Figure 8-5 provides some examples to consider in each area.

Cost of Conformance Cost of Nonconformance

Prevention Costs(Build a quality product)(��raining(��$��#��!��""�"(�� $��#(��#��#�!��#

Appraisal Costs��""�""�#�� $��#'�(��"#��g(��"#!$�#�%��#�"#��""(��"��#��"

��'�"��#��$!��#��!��#to avoid failures

Internal Failure Costs(F��$!�"��$��by�#��!��#�(��&�!k(� �!��

External Failure Costs(F��$!�"��$��by�#��$"#��!�(��#��"(�War!��#'�&�!k(��"#��$"��""

��'�"��#��$!��#�!#��!��#�because of failures

Figure 8-5. Cost of Quality

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

PMBOKFigure8-5

Correlationvs.Causation�  Inordertoproperlyusequalitytoolsweneedtounderstandthedifference

betweencorrelationandcausation�  Correlation

�  Astatisticalmeasurethatindicatestheextenttowhichtwoormorevariablesfluctuatetogether

�  Apositivecorrelationindicatestheextenttowhichonevariableincreasesastheotherincreases

�  Anegativecorrelationindicatestheextenttowhichonevariabledecreasesastheotherincreases

�  Causation�  Thecapacityofonevariabletoactuallyinfluenceanother�  Canbepositiveornegative�  Mustberepeatableandhaveanobjectivereasonthatgoesbeyondcorrelation

�  Argumentsoftenexistoverwhethercorrelationtrulyindicatescausation,orwhetherthecorrelationisasimplecoincidence�  Climatechangeisaprimeexample�  Unemploymentratesandminimumwage

�  Simplerexample–Yellowcarshavefewaccidents�  Isthisduetothecolorofthecarorthepersonalityofthepersonswhobuy

thatcolorcar

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AFewDefiningTerms

�  PreventionandInspection�  Preventioniskeepingerrorsoutoftheprocess�  Inspectioniskeepingerrorsoutofthehandsofthecustomer

�  AttributeSamplingandVariableSampling�  Attributesamplingmeasureswhetherornottheresultconforms

�  Variablesamplingmeasures,onacontinuousbasis,thedegreeofconformity

�  TolerancesandControlLimits�  Tolerancespecifiestherangeforacceptableresults�  Controllimitsidentifythenormalboundariesofcommonvariationinastatisticallystableprocess

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TheSevenQualityTools

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239©2013 Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition

8 - PROJECT QUALITY MANAGEMENT

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Cause & Effect Diagram Flowcharts Checksheets

Pareto Diagrams Histograms Control Charts

Scatter Diagrams

Figure 8-7. Storyboard Illustrating a Conceptual Example of Each of the Seven Basic Quality Tools

8.1.2.4 Benchmarking

Benchmarking involves 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.

Benchmarked projects may exist within the performing organization or outside of it, or can be within the same application area. Benchmarking allows for analogies from projects in a different application area to be made.

8.1.2.5 Design of Experiments

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.

Licensed To: Howard Rosenthal PMI MemberID: 2552551This copy is a PMI Member benefit, not for distribution, sale, or reproduction.

PMBOKFigure8-7

Thereareseventoolsusedinqualitycontrol

Cause-and-EffectDiagrams(1)� Cause-and-EffectDiagrams-alsoknownasFishboneorIshikawaDiagrams�  Theproblemstatementplacedattheheadofthefishboneisusedasastartingpointtotracetheproblem’ssourcebacktoitsactionablerootcause.

�  Theproblemstatementtypicallydescribestheproblemasagaptobeclosedorasanobjectivetobeachieved

�  Thecausesarefoundbylookingattheproblemstatementandasking“why”untiltheactionablerootcausehasbeenidentifiedoruntilthereasonablepossibilitiesoneachfishbonehavebeenexhausted

� Oftenproveusefulinlinkingtheundesirableeffectsseenasspecialvariationtotheassignablecauseuponwhichprojectteamsshouldimplementcorrectiveactionstoeliminatethespecialvariationdetectedinacontrolchart

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Cause-and-EffectDiagrams(2)

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Flowcharts(1)� Flowcharts–arereferredtoasProcessMaps

�  Theydisplaythesequenceofstepsandthebranchingpossibilitiesthatexistforaprocessthattransformsoneormoreinputsintooneormoreoutputs

�  Flowchartsshowtheactivities,decisionpoints,branchingloops,parallelpaths,andtheoverallorderofprocessingbymappingtheoperationaldetailsofproceduresthatexistwithinahorizontalvaluechain

�  Flowchartsmayproveusefulinunderstandingandestimatingthecostofqualityinaprocess�  Thisisobtainedbyusingtheworkflowbranchinglogicandassociatedrelativefrequenciestoestimateexpectedmonetaryvaluefortheconformanceandnonconformanceworkrequiredtodelivertheexpectedconformingoutput

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Flowcharts(2)

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Flowcharts(3)

Checksheets(1)� Checksheets-alsoknownastallysheets

� Maybeusedasachecklistwhengatheringdata� Usedtoorganizefactsinamannerthatwillfacilitatetheeffectivecollectionofusefuldataaboutapotentialqualityproblem

�  Theyareespeciallyusefulforgatheringattributesdatawhileperforminginspectionstoidentifydefects�  Forexample,dataaboutthefrequenciesorconsequencesofdefectscollectedinchecksheetsareoftendisplayedusingParetodiagrams

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Checksheets(2)

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Checksheets(3)

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ParetoDiagrams(1)

� ParetoDiagrams�  Aspecialformofverticalbarchartusedtoidentifythevitalfewsourcesthatareresponsibleforcausingmostofaproblem’seffects

�  Thecategoriesshownonthehorizontalaxisexistasavalidprobabilitydistributionthataccountsfor100%ofthepossibleobservations

�  Therelativefrequenciesofeachspecifiedcauselistedonthehorizontalaxisdecreaseinmagnitudeuntilthedefaultsourcenamed“other”accountsforanynonspecifiedcauses

�  Typically,theParetodiagramwillbeorganizedintocategoriesthatmeasureeitherfrequenciesorconsequences.

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ParetoDiagrams(2)

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ParetoDiagrams(3)

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ParetoDiagrams(4)

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Histograms(1)�  Histograms

�  Agraphicalrepresentationofhowmanytimesmutuallyexclusiveeventsareobservedinanexperiment

�  Aspecialformofbarchartandareusedtodescribethecentraltendency,dispersion,andshapeofastatisticaldistribution

�  Unlikethecontrolchart,thehistogramdoesnotconsidertheinfluenceoftimeonthevariationthatexistswithinadistribution

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Histograms(2)

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Histograms(3)

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ControlCharts(1)�  ControlCharts

�  Usedtodeterminewhetherornotaprocessisstableorhaspredictableperformance

�  Upperandlowerspecificationlimitsarebasedonrequirementsoftheagreement

�  Theyreflectthemaximumandminimumvaluesallowed�  Theremaybepenaltiesassociatedwithexceedingthespecificationlimits�  Upperandlowercontrollimitsaredifferentfromspecificationlimits�  Thecontrollimitsaredeterminedusingstandardstatisticalcalculationsand

principlestoultimatelyestablishthenaturalcapabilityforastableprocess�  Theprojectmanagerandappropriatestakeholdersmayusethestatisticallycalculated

controllimitstoidentifythepointsatwhichcorrectiveactionwillbetakentopreventunnaturalperformance.

�  Althoughusedmostfrequentlytotrackrepetitiveactivitiesrequiredforproducingmanufacturedlots,controlchartsmayalsobeusedtomonitorcostandschedulevariances,volume,andfrequencyofscopechanges,orothermanagementresultstohelpdetermineiftheprojectmanagementprocessesareincontrol.

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ControlCharts(2)

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ControlCharts(3)

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ControlCharts(4)

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ScatterDiagrams(1)� ScatterDiagrams

�  Plotorderedpairs(X,Y)andaresometimescalledcorrelationchartsbecausetheyseektoexplainachangeinthedependentvariable,Y,inrelationshiptoachangeobservedinthecorrespondingindependentvariable,X

�  Thedirectionofcorrelationmaybeproportional(positivecorrelation),inverse(negativecorrelation),orapatternofcorrelationmaynotexist(zerocorrelation)

�  Ifcorrelationcanbeestablished,aregressionlinecanbecalculatedandusedtoestimatehowachangetotheindependentvariablewillinfluencethevalueofthedependentvariable

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ScatterDiagrams(2)

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ScatterDiagrams(3)

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ScatterDiagrams(4)

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ScatterDiagrams(5)

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Project Management CTC-ITC 310 Spring 2018 Howard Rosenthal · Project Management CTC-ITC 310...

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