EGS6626 Exam 3 - Quality Concepts; Client Relationships and Customer Service; Chartering/Endorsement and Project Scoping; Work Breakdown Structures and Network Diagrams

Plan Quality - Tools & Techniques

1. Cost benefit analysis 2. Cost of Quality (COQ) 3. Control charts 4. Benchmarking 5. Design of experiments 6. Statistical Sampling 7. Flow Charting 8. Proprietary Quality Management Methodologies (6sigma, lean 6sigma, QFD, CMMI etc) 9. Additional Qaulity Planning Tools (Brainstorming,Affinity diagrams,Force field analysis, Nominal group, Matrix diagrams,Prioritization matrices)

Plan Quality - Outputs

1. Quality management plan/Dev PMP, Identify Risks 2. Quality metrics/QA, QC 3. Quality checklists/QC 4. Process improvement plan(analyze processes to identify waste & non-value added items) /Dev PMP 5. Project documents update

Plan quality - inputs

1. Scope Baseline/Create WBS 2. Stakeholder Register/Identify stakeholders 3. Schedule Baseline/Dev Schedule 4. Cost Performance Baseline/Determine Budget 5. Risk Register /Identify risks 6. EEF (govt regulations, standards) 7. OPA (Quality policies, historical database, lessons learned)

Two aspects of quality

1. more features that meet customers needs = higher quality 2. freedom from trouble: fewer defects = higher quality

RACI

A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities. One A per task, not too many R's (won't get done), not too many C's (paralysis by analysis).

WBS

A deliverable-oriented hierarchical decomposition of the work to be executed

A customer or client

A person or organization that has direct responsibility or control over the project

Stakeholder

A person or organization that has indirect responsibility or influence on the project

Power/Interest Grid

A tool used to group stakeholders based on their level of authority (power) and their level of concern (interest) for project outcomes. Low power/low interest = monitor (minimum effort) High power/low interest = keep satisfied Low power/high interest = keep informed High power/high interest = manage closely

Approaches to Requirements Gathering

Brainstorming Facilitated Group sessions Interviews Prototyping Requirements workshop

Why is chartering crucial? (4)

Builds high levels of clarity, agreement, vision Ensures team share the same vision Ensures better use of resources/knowledge Create team behaviors that are stronger than individual

Quality Control - Tools & Techniques

Cause and effect diagram Control charts Flowcharting Histogram Pareto Chart Run Chart Scatter diagram Statistical sampling Inspection Approved change request review

Chartering vs Kickoff vs Team Building

Chartering = addresses the HOW (strategies) Project Kickoff Meetings = address the WHAT (deliverables, schedule) Team Building = discuss the WHO (relationships)

Dimensions of quality (8)

Customer expectations contract timely delivery Industry, product, or service standards Stakeholder expectations Constructability Durability User Requirements

Who outlined the principles of quality management? Who applied them in Toyota Motors Corp? Japan's National Quality award (year) US/Euro firms begin implementing Quality Mgmt programs (decade) US est. Malcolm Baldridge National Quality Award

Deming and Juran Tai-ichi 1951 1980's 1987

Best approach to relationship building?

Determine your client's personality style

General steps in scoping process (4)

Develop Requirements Develop Scope Statement Create Deliverables List Determine Acceptance Criteria

Old concept of quality vs new concept of quality

Inspect for quality after production Build quality into the process/identify causes of quality problems

Three levels of quality by Noriaki Kano

Kano's pyramid Expected quality = satisfied customer Desired quality = loyal customer Excited quality = customer for life

QMS Model - 3 levels

Level 1 - Enterprise quality manual w/quality covenant, processes and QMS key reqs. Level 2 - Enterprise procedures, associated documents, and guides organized by process Level 3 - Group-specific procedures, documents, and guides aligned w/ Level 2

Basis of ISO 9001 certification

Level 1 and Level 2 EMS

Quality Assurance - Outputs

Organizational process updates Change requests PMP updates Project document updates

Quality Control - Inputs

PMP, quality metrics, quality checklists, work performance measurements, approved change requests, deliverables, organizational process assets

Through scoping, you build

POS, project scope statement, list of deliverables, acceptance criteria

Quality foundations - PDCA

Plan (QA) - know what is required/expected, focus on your customer and their value definition Do (QA) - do your best work, prevent errors and rework Check (QC) - check and evaluate work, measure your work Act (QA) - Improve how you work, streamline your work

How do we manage quality? 3 processes

Plan quality (what is quality?) perform quality assurance (are we following quality standards?) perform quality control (are we meeting quality standards?)

Quality Assurance - Inputs

Project Mgmt Plan Quality Metrics Work Performance Info QC Measurements

POS

Project Overview Statement - written definition of requirements. May require a project requirements/scoping meeting. one page document that is a statement of the project, reference for planning team, decision aid for the project, used to get mgmt approval

QA or QC? conduct audits to determine compliance with plan specifications

QA

QA or QC? determine if equipment has been calibrated according to plan

QA

QA or QC? review if materials used meet plan specifications

QA

QA or QC? assess staff training, knowledge, and understanding of QMS key requirements

QA

QA or QC? do a spot check on a database to determine if data are correct

QC

QA or QC? meet with a task team to discuss the requirements for performance of the task

QC

QA or QC? A senior technologist reviews your tech memo on system performance

QC

QA or QC? You test a product component to determine if it works properly

QC

Components of quality (3)

Quality Management Systems Quality Assurance Quality Control

Quality Assurance - Tools & Techniques

Quality audits Process analysis

Quality Control - Outputs

Quality control measurements Validated changes Validated deliverables Organizational process assets updates change requests PMP updates project document updates

Joseph Juran

Quality is "fitness for use" Pareto Principle - 80/20 rule (80% of the problem is caused by 20% of causes. Figure out 20% and focus quality $ on that) Cost of quality Increased training enhances quality

Edwards Deming

Quality is "uniformity and dependability" the 14 points for mgmt to improve business effectiveness PDCA rule - plan, do, check, act Statistical Process Control (SPC) - measure and control quality during manufacturing using defined control limits

Deliverables of Project Requirements Meeting

RBS creation Assessment of completeness of RBS POS

checklist

Simple data check-off sheet designed to identify type of quality problems at each work station; per shift, per machine, per operator

continuous process of relationship building (6)

Spend time Listen carefully Listen & understand Build trust Do what's best for customer Build higher relationships (introduce to others)

Interview method - strengths and risks

Strengths - end users can participate, high level description if functions and processes provided Risks - descriptions may differ from actual detailed activities, without structure, stakeholders may not know what info to provide, real needs ignored if analyst (interviewee) is prejudiced

Facilitated group session - strengths and risks

Strengths - excellent for cross-functional processes, detailed requirements are documented and verified immediately, resolves issues with an impartial facilitator Risks - untrained facilitators, time and cost of planning/executing

Prototyping - Strengths and risks

Strengths - innovative ideas, users clarify what they want and identify missed requirements, client-focused, early proof of concept, stimulates thought process Risks - client may want to implement prototype, difficult to know when to stop, specilized skills required, absence of documentation

Brainstorming- strengths and risks

Strengths - reduces social inhibitions, stimulates idea generation, increases overall group creativity Risks - can be dominated by strong individual, individual fear of being criticized, evaluation of ideas in public

Social capital

a social network marked by trust, shared understanding, and working together

QC is

a subset of QA

seven attributes of superior client service

accessibility - easy, instant access attention - client wants to be top priority communications - follow through - meet all commitments no surprises - publicly recovery - timely correction of service problems responsiveness - willingness to adapt

benefits of endorsement

all parties gain with early/meaningful input, participation in identifying issues/solutions, clear understanding of what to expect, control of project development through education/understanding

who should be involved in chartering?

all parties who play a direct role in excuting the essential work of a project client, project team members, involved mgmt, key stakeholders and subcontractors

levels of endorsement

apathy/conflict, grudging compliance, approval, full commitment, endorsement (do whatever it takes)

Plan quality cost consideration

balance of cost of conformance (quality training, studies, surveys, right first time) and cost of nonconformance (rework, scrap, inventory costs, warranty costs). Consider prevention costs, appraisal costs, failure costs

project communications plan - key components

communications directory, identification of primary points of contact

Kaizen

continuous improvement process to reduce costs and promote consistency - involves ALL employees

in construction, what defines quality?

contract, scope, drawings, and specs

debits and credits in project delivery

debits = social capital credits = problems social capital > credits = successful client development

chartering steps for high performing teams

define team, purpose (vision, mission, boundaries, CSFs), responsibilities (individual/shared, primary/secondary), operating guidelines (goals/measures, decision making, communications, processes/tools), interpersonal behavior (core values, rules of conduct, conflict resolution), agreement/sign-up by all

Key chartering points - start to guide a team's purpose (7)

determine purpose evaluate CSFs clarify roles and responsibilities establish operating guidelines set up interpersonal behavior guidelines discuss other elements for clarity DEFINES THE HOWS

histograms

displays whether the distribution is symmetrical (normal) or skewed

flowcharts

document and review detailed steps in a process

quality assurance

doing the right things all planned and systematic actions necessary to provide adequate confidence that a structure, component, or system will perform and meet requirements DOING THINGS RIGHT THE FIRST TIME

quality control

doing things right techniques and practices to monitor, control, and regulate work processes to verify requirements are met find and correct mistakes

After the charter is complete, it needs to be

endorsed, communicated, implemented, monitored (reviewed and updated as needed)

cause and effect diagrams

example: fishbone diagram - focused on solving the source of identified quality problems

5 stages of team development what does chartering do?

forming, storming, norming, performing, adjourning team chartering gets teams beyond forming and storming

categories of requirements

functional - what the product or service must do (designs and specifications) global - highest level, also known as general (engineering design must be scalable to large and small systems) constraints - design or project barriers

Delivering bad news - what to do before

gather the facts assess the impact identify solutions select the right time

Delivering bad news - during

get to the point be sincere and observant be prepared offer solutions and options

Gold plating

giving customers extras that do not add value to the project

Why are client relationships important? (4)

good business is about relationships and networking competitors take extreme action to be successful clients/customers are taking advantage of the competition you are building "social capital" for hard times

rule of seven

if 7 or more observations occur in one direction, or a run of 7 observations occurs either above or below the mean, they should be investigated to determine if they have an assignable cause. (no longer random/out of control)

Root causes of most project delivery problems

inadequate work planning (#1!!) unclear roles and responsibilities lack of project delivery process no change management process poor budgeting no reward & recognition

ISO 9000

international standards to ensure that companies have quality procedures and follow them

Delivering bad news - after

keep records take corrective action

challenges of requirements management (6)

many types of reqs at diff. levels of detail reqs. not independent of one another/conflicts many interested parties with diff. needs can be time-sensitive as a result of changing conditions shuttle diplomacy (back and forth) to resolve differences assess completeness of requirement decomposition

contents of POS

problem/opportunity project goal project objectives (5-6) success criteria (quantitative - how much and by when?) assumptions/risks/obstacles (technological, environmental, interpersonal, cultral, casual relationships)

client service plan - purpose and elements

purpose - provides direction elements - road map and establish service products (deliverables)

why quality management? (3)

quality means conformance to specifications and fitness for use projects with unnecessary features can be too expensive prevention is cheaper than inspection (earlier = better)

why chartering needs to be documented (3)

reference through the life of the project used to charter new team members can be evaluated to determine if/how goals are met

Develop Requirements - Establish Conditions of Satisfaction (4 steps)

request, clarify request, response, agree on response then proceed with POS

RBS and advantages

requirements breakdown structure - requirements, functions, subfunctions, etc. does not require trained facilitator, intuitive, allows client to work closely with project team, clear picture of requirements

steps for endorsement (5)

review plan, give/review feedback, modify, gain commitment, readiness to act

POS attachments

risk analysis, financial analysis, feasibility studies, cost/benefit analysis, breakeven analysis, ROI

basis for the WBS

scope of work

scatter diagrams

shows how two variables are related. data can be used in regression analysis to establish equation for relationship

what are requirements?

something the project/product should do/produce or a quality that it must have a desired end-state whose successful integration into the solution meets one or more needs and delivers specific, measurable, and incremental business value to the organization

Requirements Workshop - strengths and risks

strengths - good for first-time users risks - may overwhelm participants

without endorsement?

surprises occur, redo costs all parties, customers are lost, project falls down

pareto analysis

technique for classifying problem areas according to degree of importance, and focusing on the most important

in design/build, who is responsible for quality?

the design-builder - design standard of care does not apply. high risk, but possible high reward

Marginal Analysis

the point where the invremental revenue from an improvement equals the cost to implement it "is it worth it test"

Quality management

trying to manage all aspects of the project to excel in all dimensions that are important to customers creating and following policies and procedures to ensure that a project meets the defined needs it was intended to meet from the customer's prospective

reasons to listen (4)

understand, learn what really happened (other side), change your opinion, be inspired

control charts

used in statistical process control (SPC) - graphic presentations of process data over time, with predetermined control limits uses control limits (quality controls) - upper control limit (UCL) and lower control limit (LCL)

acceptance criteria - 3 main components

who, how, what who accepts, how requirements are met, what is the recourse if problems

lowest level of WBS

work package, tasks or activities. assignable and measurable

Who defines quality?

your organization (people, processes, products) and the customer (outcomes, results, benefits)