1.quality Management HPM

VIN CNG NGH THNG TIN & QUN TR TI CHNH
HARD SKILLS IN PROJECT MANAGEMENT Project Quality Management

Lecturer: Minh Nguyen D, PMP
Project Quality Management

Modern Quality Terminology Processes: Plan Quality Perform Quality Assurance Perform Quality Control Summary Key terms
Project Quality management

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
PMBOK Guide, Fourth Edition Initiating
Processes:
Process Group Knowledge Area
Planning
Executing
Monitoring & Controlling Perform Quality Control
Closing
Plan Quality
Perform Quality Assurance
Adapted from PMBOK Guide, Fourth Edition
The difference between Plan quality, Perform Quality Assurance, and Perform Quality Control
Plan Quality Find quality standards and requirements for products and project management. Create the quality management plan. Perform Quality Assurance Use measurements from quality control to make sure we are following the standards. Determine if project comply with organizational and project policies, processes, and procedures- Quality audit. Perform Quality Control Measure quality to see if we are meeting the standards. Submit change request.
Definition of Quality The degree to which a set of inherent characteristics of the project fulfills requirements.
PMBOK Guide, Fourth Edition
Definition of Grade
Grade is a category assigned to products or services having the same functional use but different technical characteristics. If the product or project performance is of low quality. It is always a problem. Low grade is (limited number of product features) is not a problem if it meets requirements.
Low-grade product and low-Quality is different

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Gold plating
Giving the customer an extra. PMI does not recommend. Gold plating adds no value to the project.
Quality Theorists
Demming
- Customer Satisfaction - Cycle PDCA (Plan, Do, Check, Act) - 14 steps to TQM Poor Quality 15% Worker 85% Process
Juran
- Juran Trilogy: Quality Planning Quality Control Quality Improvement - Principle 80/20 Quality is fitness for use
Crosby
4 statement: - Conformance to requirements - Zero Defects - Quality prevention - Cost of no conformance Cost of poor quality
Ishikawa
- CWQC Circle warranty quality control) - Continuous improvement - Cause and Effect Fishbone Ishikawa Diagram Design Statistics
Basic of Modern Quality Management

Both modern Quality management and project management acknowledge that the following concepts are of fundamental importance: Customer satisfaction Prevention over inspection Management responsibility Continuous improvement
Customer Satisfaction
Customers Needs and Expectations
Project has to: Understand Evaluate Define
Customers Requirements
Manage Requirements
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Prevention over Inspection

Prevention Plan, Design, Build in Quality $$$ $$$$$ Inspection Quality is inspected in
Cost of preventing mistakes
Cost of correcting mistakes
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Continuous improvement (or Kaizen)

Continuous improvement involves continuously looking for small improvements in quality. PDCA cycle- basis for quality improvement established by Shewhart and modified by Deming. Quality improvement initiatives: TQM, Six sigma
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Management Responsibility
Management is responsible to provide the project team with the support necessary to successfully achieve quality objectives. Management support is crucial to ensure participation of all project team members, as well as other stakeholders.
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Responsibility for quality

Everyone in the project or organization plays a role in, and has responsibilities for quality relating to his or her work. Ultimate responsibility for the quality of the product of the project Project manager Ultimate responsibility for quality in the organization Senior management
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Just in time (JIT)

To decrease inventory to close to zero
Total Quality Management (TQM)

This philosophy encourages companies and their employees to focus on finding ways to continuously improve the quality of their business practices and products.
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Impact of poor quality

Increase costs Low customer satisfaction Increase risk Rework Schedule delays etc,
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Marginal analysis
Optimal quality is reached at the point where the incremental revenue from improvement equals the incremental cost to secure it.
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Mutual Exclusivity
When one choice excludes another or two events can not both occur in a single trial.
Example, choosing to replace a metal-based product component with a plastic-base component negates any options that involve using an aluminium-base component.
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Normal Distribution
The most commonly used probability density distribution chart (bell shaped). Used to measure variations.
Mean = (O + 4ML + P) / 6 Standard Deviation or Sigma = (P O) / 6
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Statistical Independence
The probability of one event does not affect the probability of another.
Example, the errors in an order entry process wont have any correlation to the mechanical breakdown of a truck in the transportation system.
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Enterprise Environmental Factors in Project Quality Management

Governmental agency regulations. Rules, standards, and guidelines specific to the application area. Working/operating conditions of the project/product which may affect project quality.
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Organizational process assets in Project Quality Management

Quality standards and policies. Standard work guidelines. Issue and defect reporting procedures and communication policies. Historical databases. Lessons learned from previous projects.
Quality policy A formal statement of how management will perform with respect to quality The Project manager is responsible for ensuring the project team uses the companys quality policy
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Plan Quality
Identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance.
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Plan Quality Inputs

.1 Scope baseline .2 Stakeholder register .3 Cost performance baseline .4 Schedule baseline .5 Risk register .6 Enterprise environmental factors .7 Organizational process assets
Tool & Techniques

.1 Cost-benefit analysis .2 Cost of quality .3 Control charts .4 Benchmarking .5 Design of experiments .6 Statistical sampling .7 Flowcharting .8 Proprietary quality management methodologies .9 Additional quality planning tools
Outputs
.1 Quality management plan .2 Quality metrics .3 Quality checklists .4 Process improvement plan .5 Project document updates
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Cost Benefit analysis
Weighs the benefits versus the cost of meeting quality requirements
Benefits:
Less rework, Lest waste, lower labor and materials cost Fewer product returns Improve customer satisfaction
Costs:
Prevention costs Appraisal costs Failure costs
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Cost of quality (COQ)

Includes all costs incurred over the life of the product.
Fail costs are also called cost of poor Quality
Cost of Quality
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Control chart
A graphic display of results of a process over time, used to determine if a process is in control.
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Control chart
Out of control: A data point falls outside of the upper and lower control limit or rule of seven. Assignable cause/ Special cause variation: A data point or rule of seven that required investigation to determine the cause of variation
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Benchmarking
Looking at other projects (within the organization or outside) to identify best practices, get ideas for improvement, and provide a basis for measuring performance.
Example, you will find that last project in your company had 20% fewer defects than one before it. You would want to put in practice any of ideas they used to make such a great improvement.
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DOE (Design of Experiments)

A statistical method to create a set of tests to determine which factors may influence specific variables of a product or process under development or in production. Purpose of DOD: 1) Used in Plan Quality process to determine the number and type of tests and their impact on cost of quality. 2) To optimize products or processes
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Statistical sampling
Choosing part of a population of interest for inspection. Studying the entire population would: Take too long Cost too much Be too destructive Sample frequency and sizes should be determined during the Plan Quality process.
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Flowcharting
A graphical representation of a process showing the relationships among process steps During quality planning, flowcharting can help the project team anticipate quality problems that might occur.
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Proprietary Quality Management Methodologies

3 or 6 Sigma (Standard deviation): Represents the level of quality that a company decided to try to achieve. 6 sigma less than 1.5 out of 1 million products produced will have a problem. 3 sigma approximately 2.700 product will have a problem.
1 sigma = 68,26% 2 sigma = 95,46% 3 sigma = 99,73% 6 sigma = 99,99985%
Learn Six Sigma Quality Function Deployment CMMI

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Additional quality planning tools

Brainstorming Affinity diagram Force field analysis Nominal group techniques Matrix diagram Prioritization matrices
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Quality management plan

Describes how the project management team will implement the performing organizations quality policy. Includes the intended approach for the projects quality control, quality assurance, and continuous process improvement. The quality standards that apply to the project Who will be involved in managing quality, when The reports that will address quality What metric will be used to measure quality What part of the project or deliverables will be measured and when?
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Quality metrics
Used in the quality assurance and quality control processes to measure how well your project meet quality expectations. The tolerance defines the allowable variations on the metrics.
Some examples, a metric related to the quality objective of staying within the approved budget by 10% or The number of items that fail inspection or The number of bugs found in software that being developed
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Quality Checklist
A list of items to inspect, a list of steps to be performed. Quality checklists are used in the quality control process.
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Process improvement plan

The process improvement plan details the steps for analyzing processes to identify activities which enhance their value. This helps save time, money by increasing efficiency and preventing problems
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Perform Quality Assurance

The process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used.
Perform Quality Assurance to answer Are we using the standards? Can we improve the standards while the project work is being done?
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Perform Quality Assurance Inputs Tool & Techniques

.1 Project management plan .2 Quality metrics .3 Work performance information .4 Quality control measurements .1 Plan Quality and Perform Quality Control tools and techniques .2 Quality audits .3 Process analysis
Outputs
.1 Organizational process asset updates .2 Change requests .3 Project management plan updates .4 Project document updates
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Quality Control Measurements

The results of quality control activities. They are used to analyze and evaluate the quality standards and processes of the performing organization.
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Plan Quality and Perform Quality Control Tools and Techniques

Tools and Techniques from Plan Quality Cost-benefit analysis Flowcharting Cost of Quality Tools and Techniques from Perform Quality Control Cause and effect diagram Flowcharting
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Quality audit
Independent review to determine whether project activities comply with organizational and project policies, processes, and procedures.
The audits may be scheduled or random, conducted by internal or outside auditors.
The objectives are

To identify good/ best practices as well as gaps and to share the good practices with other projects. To support and improve the projects process implementation and team efficiency. To contribute to lessons learned.
Results in reduced cost of quality and easier acceptance of the deliverables.

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Process Analysis
Follows the steps outlined in the process improvement plan to identify needed improvements. Process analysis includes root cause analysisa specific technique to identify a problem and develop preventive actions.
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Perform Quality Control

Monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. Quality control is performed throughout the project by a quality control department or similarly titled organizational unit. Quality control activities identify causes of poor process or product quality and recommend and/or take action to eliminate them.
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Perform Quality Control vs. Perform Integrated change control

Perform Quality Control 1.Identities a potential quality problem
2.Analyzes the problem to determine whether a change is needed?
Is a change needed?
Perform Integrated change Control A formal process that defines how project documentation and deliverables, changed, and approved
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Quality control responsibility

Quality control Department (if exist) is responsible for reducing defects, lossthrough inspection and sampling. Project team members (if Quality control department does not exist).
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Perform Quality Control Inputs Tool & Techniques

.1 Project management plan .2 Quality metrics .3 Quality checklists .4 Work performance measurements .5 Approved change requests .6 Deliverables .7 Organizational process assets .1 Cause and effect diagrams .2 Control charts .3 Flowcharting .4 Histogram .5 Pareto chart .6 Run chart .7 Scatter diagram .8 Statistical sampling .9 Inspection .10 Approved change requests review
Outputs
.1 Quality control measurements .2 Validated changes .3 Validated deliverables .4 Organizational process assets updates .5 Change requests .6 Project management plan updates .7 Project document updates

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Cause and effect diagram (Fishbone or

Ishikawa diagram)
Illustrate how various factors might be linked to potential problems or effects. Help find the root causes of defect so you can think of how you might prevent the defect in the future.
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Flowcharting
Show how process or system flows from the beginning to end & a picture of the whole process In Plan quality: analyze potential future quality problems & determine quality standards In Perform quality control: analyze quality problems
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Histogram
A vertical bar chart showing how often a particular variable state occurred. This tool helps illustrates the most common cause of problems in a process by the number and relative heights of the bars.
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Pareto chart
A specific type of histogram, ordered by frequency of occurrence. Helps identify which root causes are resulting in most problems. The project team should address the causes creating the greatest number of defects first.
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Pareto chart
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Run chart
A run chart shows the history and pattern of variation. Run charts show trends in a process over time, variation over time, or declines or improvements in a process over time.
Example, trend analysis to monitor technical performance to see How many errors or defects have been identified?
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Scatter diagrams
This tool allows the quality team to study and identify the possible relationship between changes observed in two variables.
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Inspection
Looking at the deliverables and see if they conform to documented standards and requirements. The results of an inspection generally include measurements and may be conducted at any level. Inspections may be called reviews, peer reviews, audits, or walkthroughs.
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Quality control measurements

The documented results of quality control activities in the format specified during quality planning. Outputs from the inspections to show the numbers of defects or numbers of tests that passed or failed. Results from the repairs youve made.
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Validated Changes
Any changed or repaired items are inspected and will be either accepted or rejected before notification of the decision is provided.
Validated deliverables
If defects found, the team needs to fix themand then those repairs need to be checked, to make sure the defects are now gone. Validated deliverables are an input to Verify Scope for formalized acceptance. A goal of quality control is to determine the correctness of deliverables.
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Summary
Quality MUST BE planned, designed, and built innot inspected in. Plan quality: find quality standards and requirements for products and project management. Perform Quality assurance: determine if project comply with organizational and project policies, processes, and procedures. Perform Quality control: identify causes of poor process or product quality and recommend and/or take action to eliminate them.
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Key terms
Definition of Quality Quality v/s Grade Gold plating Prevention over Inspection Marginal analysis Continuous Improvement (Kaizen) Just in Time (JIT) Total Quality Management (TQM) Responsibility for quality Impact of poor quality Cost benefit analysis Cost of Quality (COQ) Benchmarking Design of Experiments (DoE) Statistical Sampling Quality Metrics Quality Audits Mutual Exclusivity Probability Normal Distribution Statistical Independence Standard Deviation (or Sigma) 3 or 6 Sigma Cause and effect diagram Flowcharting Histogram Pareto chart Run chart Scatter diagram Control chart Rule of Seven
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VIN CNG NGH THNG TIN & QUN TR TI CHNH

HARD SKILLS IN PROJECT MANAGEMENT Project Quality Management

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Project Quality Management

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Project Quality management

Monitoring & Controlling Perform Quality Control

Project Quality Management

Perform Quality Assurance

Adapted from PMBOK Guide, Fourth Edition

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Low-grade product and low-Quality is different

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Basic of Modern Quality Management

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Prevention over Inspection

Cost of preventing mistakes

Cost of correcting mistakes

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Continuous improvement (or Kaizen)

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Responsibility for quality

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Just in time (JIT)

Total Quality Management (TQM)

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Impact of poor quality

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Enterprise Environmental Factors in Project Quality Management

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Organizational process assets in Project Quality Management

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Project Quality Management

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Plan Quality Inputs

Tool & Techniques

Adapted from PMBOK Guide, Fourth Edition

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Cost Benefit analysis

Weighs the benefits versus the cost of meeting quality requirements

VIN CNG NGH THNG TIN & QUN TR TI CHNH

Cost of quality (COQ)

Fail costs are also called cost of poor Quality

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

DOE (Design of Experiments)

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH

VIN CNG NGH THNG TIN & QUN TR TI CHNH