2.

The Recreation and Wellness Intranet Project team is working hard to ensure that the new system they develop meets expectations. The team has a detailed scope statement, but the project manager, Tony Prince, wants to make sure theyre not forgetting any requirements that might affect how different people view quality of the project. He knows that the projects sponsor and other senior managers are most concerned with getting people to use the system, improve their health, and reduce healthcare costs. System users will want the system to be very user-friendly, informative, fun to use, and fast. Please Answer Questions 1, 2, and 3 on Page 332 (Attached) Develop a list of quality standards or requirements related to meeting the stakeholder expectations described above. Also provide a brief description of each requirement. For example, a requirement might be that 90 percent of employees have logged into the system within two weeks after the system rolls out. Expectation Getting people to use the system. Improve users health Improve users health Reduce healthcare costs Reduce healthcare costs Very user-friendly Very user-friendly Informative Informative Fast Fast Fun to use Fun to use Requirement 90 percent of employees have logged into the system within two weeks after the system rolls out Reduce the monthly absenteeism rate from 20% to 15% within 6 months after the system rolls out Reduce the lost workday rate from 15% to 20% within 6 months after the system rolls out Reduce cost of sick leave from $500000 to $300000 within 6 months after the system rolls out Reduce the annual cost of users compensation from 200000$ to $50000 within 6 months after the system rolls out Increase the monthly number of tasks completed by user from 3 to 10 within 1 months after the system rolls out Increase the monthly percent of users able to successfully complete a task from 40% to 80% within 3 months after the system rolls out Increase the percent of useful documentation pages from 30% to 70% within 1 month after the system rolls out Reduce the average number of documentation pages read before achieving a task from 4 to 2 within 3 months after the system rolls out Reduce the average time to complete a task from 5 minutes to 2 minutes within 2 weeks after the system rolls out Reduce the average number of clicks taken to achieve a task from 8 to 5 within 2 weeks after the system rolls out Reduce the number of times user expresses frustration or anger from 50% to 20% within 2 weeks after the system rolls out Reach a percent of users that rate the product as "funnier to use" than a previous product to 50% within 1 month after the system rolls out

Based on the list created for Task 1, determine how you will measure progress on meeting the requirements. For example, you might have employees log into the system as part of the training program and track who attends the training. You could also build a feature into the system to track usage by user name, department, and so on.

Requirement: 90 percent of employees have logged into the system within two weeks after the system rolls out Metric: Log in Rate Calculus: Number of users that logged into the system /Total number of users Data Collection: Ask employees to log into the system as part of the training program and track who attends the training. Build a feature into the system to track usage by user name and department. Requirement: Reduce the monthly absenteeism rate from 20% to 15% within 6 months after the system rolls out Metric: Absenteeism Rate Calculus: Total number of Days lost through job absence during the month/Headcount x Workdays in the month *100 Data Collection: Absence Sheet

Requirement: Reduce the lost workday rate from 15% to 20% within 6 months after the system rolls out Metric: Lost Workday Rate Calculus: Total number of Lost Days *200 / Number of Employee Labor Hours Worked Data Collection: Absence Sheet Requirement: Reduce cost of sick leave from $500000 to $300000 within 6 months after the system rolls out Metric: Cost of sick leave Calculus: Take the amount of time of sick leave used pre- and post-program participation and multiplies the difference by the cost of the average wage scale for each time period. Data Collection: Requirement: Reduce the annual cost of users compensation from 200000$ to $50000 within 6 months after the system rolls out Metric: Cost of Workers Compensation Calculus: Looking at total claims cost and dividing it by the number of full-time employees that are covered by WC will give you the per capita or per employee WC cost. See whether it changed after the programs institution. Data Collection: Requirement: Increase the monthly number of tasks completed by user from 3 to 10 within 1 months after the system rolls out Metric: Percent of tasks completed Calculus: Number of tasks completed/Total of tasks attempted Data Collection: Tasks tracking software

Requirement: Increase the monthly percent of users able to successfully complete a task from 40% to 80% within 3 months after the system rolls out Metric: Percent of users able to successfully complete the task Calculus: Number of users able to complete the task / Number of users who attended to achieve the task Data Collection: Tasks tracking software Requirement: Increase the percent of useful documentation pages from 30% to 70% within 1 month after the system rolls out Metric: Useful Documentation Rate Calculus: Number of users who rated the documentation page as useful / Total number of users who took the survey Data Collection: Survey about the usefulness of each documentation page. The survey would be installed in the same documentation page and users might answer it after they read the page. Requirement: Reduce the average number of documentation pages read before achieving a task from 4 to 2 within 3 months after the system rolls out Metric: Average number of documentation pages read before achieving a task Calculus: Total number of document pages impressions /Total number of tasks achieved Data Collection: Task and Documentation or Help tracking software Requirement: Reduce the average time to complete a task from 5 minutes to 2 minutes within 2 weeks after the system rolls out Metric: Average time to complete a task Calculus: Summary of (Time when the user finishes the task Time when the user starts the task ) / Number of tasks completed Data Collection: Task tracking software Requirement: Reduce the average number of clicks taken to achieve a task from 8 to 5 within 2 weeks after the system rolls out Metric: Average number of clicks taken to achieve a task Calculus: Summary of Number of clicks taken to achieve every task / Total number of tasks completed Data Collection: Task tracking software Requirement: Reduce the number of times user expresses frustration or anger from 50% to 20% within 2 weeks after the system rolls out Metric: Percent of times user expresses frustration or anger Calculus: Number of times user expresses frustration or anger / Total number of users observed Data Collection: Sample of users observed while operating the system Requirement: Reach a percent of users that rate the product as "funnier to use" than a previous product to 50% within 1 month after the system rolls out Metric: Percent of users that rate the product as "funnier to use" than a previous product Calculus: Number of times user rate the product as "funnier to use" than a previous product / Total number of users observed Data Collection: Sample of users observed while operating the system

3. Using the following Total Quality Management leaders: Deming, Juran, Crosby, Ishikawa, Taguchi or Feigenbaum, write two paragraphs contrasting and comparing two of the TQM leaders. To Crosby, the ultimate goal should be defect-free products and services, but he stresses that intermediate goals should be set as well to help organizations focus their efforts on becoming defect-free. To him, a quality product or service results when the process has consistently produced something that falls within specification limits. Deming, on the other hand, considers that being within specifications is just the first step to continuous process improvement. He advocates reducing process variation on a continuing basis to improve quality. Conforming to specifications is not enough, he says; worse, yet, it ensures the status quo. Both Crosby and Deming have a 14-step, or 14-point program for implementing quality. In Crosby's program, the commitment to Zero Defects is not negotiable. Deming's 10th point, however, discourages companies to ask their employees for zero defects because that would generate adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.