Project Quailty Management CH8

Implementing Defect Repair

Perform Quality Assurance: Inputs .9

Flowcharting

Perform Quality Control: Tools and Techniques .3

Implementing Preventive Actions

Perform Quality Assurance: Inputs .10

Consistency that the value of repeated measures are clustered and have little scatter.

Precision

The degree to which a set of inherent characteristics fulfill requirements.

Quality

Project Management Plan

Quality Planning: Inputs .4

The cost of preventing mistakes is generally much less than the cost of correcting them, as revealed by inspection.

Prevention over inspection

Quality Metrics

Perform Quality Assurance: Inputs .2

Quality Management Plan

Perform Quality Control: Inputs .1

Correctness that the measured value is very close to the true value.

Accuracy

The Plan-Do-Check-Act cycle is the basis for quality improvement (as defined by Shewhart and modified by Deming, in the ASQ Handbook, pages 13-14, American Society for Quality, 1999). In addition, quality improvement initiatives undertaken by the performing organization, such as TQM and Six Sigma, can improve the quality of the project's management as well as the quality of the project's products. Process improvement models include Malcolm Baldrige, CMM, and CMMI.

Continuous improvement

Understanding, evaluating, defining, and managing expectations so that customer requirements are met. This requires a combination of conformance to requirements (the project must produce what it said it would produce) and fitness for use (the product or service must satisfy real needs).

Customer Satisfaction

Applying the planned, systematic quality activities to ensure that the project employs all processes needed to meet requirements.

Performing Quality Assurance

A category assigned to products or services having the same functional use but different technical characteristics.

Grade

Success requires the participation of all members of the team, but it remains the responsibility of management to provide the resources needed to succeed.

Management responsibility

Quality Assurance (QA) QA is the application of planned, systematic quality activities to ensure that the project will employ all processes needed to meet requirements. Continuous quality improvement reduces wastes and non-value-added activies, which allows processes to operate at increased levels of efficiency and effectiveness. It may be applied to other processes within an organization as well, from micro processes to macro processes.

Perform Quality Assurance

Quality Management Plan The quality management plan describes how QA will be performed within the project.

Perform Quality Assurance: Inputs .1

Process Improvement Plan

Perform Quality Assurance: Inputs .3

Work Performance Information Work performance information including technical performance measures, project deliverables status, required corrective actions, and performance reports are important to QA and can be used in areas such as audits, quality reviews, and process analysis.

Perform Quality Assurance: Inputs .4

Approved Change Requests Approved change requests can include modification to work methods, product requirements, quality requirements, scope, and schedule. Approved changes need to be analyzed for any effects upon the quality management plan, quality metrics, or quality checklists. Approved changes are important inputs to QA and can be used in areas such as audits, quality reviews, and process analysis. All changes should be formally documented in writing and any verbally discussed, but undocumented, changes should not be processed for implementation.

Perform Quality Assurance: Inputs .5

Quality Control Measurements Quality control measurements are the results of quality control activities that are fed back to the QA process for use in re-evaluating and analyzing the quality standards and processes of the performing organization.

Perform Quality Assurance: Inputs .6

Implementing Change Requests

Perform Quality Assurance: Inputs .7

Implementing Corrective Actions

Perform Quality Assurance: Inputs .8

Requested Changes Quality improvement includes taking action to increase the effectiveness and efficiency of the policies, processes, and procedures of the performing organization, which should provide added benefits to the stakeholders of all projects.

Perform Quality Assurance: Outputs .1

Recommended Corrective Actions Quality improvement includes recommending actions to increase the effectiveness and efficiency of the performing organization. Corrective action is an action that is recommended immediately as a result of quality assurance activities, such as audits and process analysis.

Perform Quality Assurance: Outputs .2

Organizational Process Assets (Updates) Updated quality standards provide validation of the effectiveness and efficiency of the performing organization's quality standards and processes to meet requirements. These requirements are used during the Perform Quality Control Process.

Perform Quality Assurance: Outputs .3

Project Management Plan (Updates) The project management plan will be updated from changes to the quality management plan that results from changes to the Perform Quality Assurance process. These updates can include incorporation of processes that have been through the continuous process improvement and are ready to repeat the cycle, and improvements to processes that have been identified and measured, and are ready to be implemented. Requested changes (additions, modifications, deletions) to the project management plan and its subsidiary plans are processed by review and disposition through the Integrated Change Control Process.

Perform Quality Assurance: Outputs .4

Quality Planning Tool and Techniques Can be used for QA activities.

Perform Quality Assurance: Tools and Techniques .1

Quality Audits A quality audit is structured, independent review to determine whether the project activities comply with organizational and project policies, processes, and procedures. The objective of quality audits is to identify ineffiicient and ineffective policies, processes, and procedures in use on the project. Scheduled or at random. The subsequent effort to correct the deficiencies should result in a reduced cost of quality and an increase in the percent of acceptance of the product or service by the customer or sponsor within the performing organization. Quality audits can be carried out by properly trained in-house auditors or by third parties, external to the performing organization.

Perform Quality Assurance: Tools and Techniques .2

Process Analysis Process analysis follows the steps outlined in the process improvement plan to identify needed improvements from an organizational and technical standpoint. This analysis examines problems experienced, constraints experienced, and non-value-added activities identified during process operation. Includes root cause analysis, a specific technique to analyze a problem/situation, determine the underlying causes that lead to it, and create preventive actions for similar problems.

Perform Quality Assurance: Tools and Techniques .3

Quality Control Tools and Techniques

Perform Quality Assurance: Tools and Techniques .4

Monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance.

Perform Quality Control

Performing quality control (QC) involves monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory results. Should be performed throughout the project. Quality standards include project processes and and project goals. Project results includes deliverables and project management results, such as cost and schedule performance. QC is often performed by a quality control department or similarly titled organizational unit. The project management team should have working knowledge of statistical quality control, especially sampling and probability, to help evaluate QC outputs. The team may find it useful to know the difference between the following pairs of terms: -Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the customer). -Attribute sampling (the result conforms, or it does not) and variables sampling (the result is rated on a continuous scale that measures the degree of conformity). -Special causes (unusual events) and common causes ( normal process variation). Common causes are also called random causes. -Tolerances (the result is acceptable if it falls within the range specified by the tolerance) and control limits (the process is in control if the result falls within the control limit).

Perform Quality Control Process

Quality Metrics

Perform Quality Control: Inputs .2

Quality Checklists

Perform Quality Control: Inputs .3

Organizational Process Assets

Perform Quality Control: Inputs .4

Work Performance Information Work performance information including technical performance measures, project deliverables completion status, and the implementation of required corrective actions, are important inputs to QC. Information from the project management plan about the planned or expected results should be available along with information about the actual results and implemented change requests.

Perform Quality Control: Inputs .5

Approve Change Requests

Perform Quality Control: Inputs .6

Deliverables

Perform Quality Control: Inputs .7

Cause and Effect Diagram Cause and effect diagrams, also called Ishikawa diagrams and fishbone diagrams, illustrate how various factors might be linked to potential problems or effects.

Perform Quality Control: Tools and Techniques .1

Control Charts A control charts purpose is to determine whether or not a process is stable or has predicable performance. They illustrate how a process may behave over time. They are a graphic display of the interaction of process variables on a process to answer the following question: Are the process variables within acceptable limits? Examination of the non-random pattern of data points on a control chart may reveal wildly fluctuating values, sudden process jumps or shifts, or a gradual trend in increased variation. By monitoring the output of a process overtime, a control chart can be employed to assess whether the application of process changes resulted in the desired improvements. When a process is within acceptable limits, the process need not to be adjusted. When a process is outside of acceptable limits, the process should be adjusted. The upper and lower control limit are usually set at +/- 3 sigma (standard deviation).

Perform Quality Control: Tools and Techniques .2

Project Quality Management Project 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. It implements the quality management system through the policies, procedures, and processes of quality planning, quality assurance, and quality control, with continuous process improvement activities conducted throughout, as appropriate.

Project Quality Management

Identifying which quality standards are relevant to the project and determining how to satisfy them.

Quality Planning

Enterprise Environmental Factors Governmental agency regulations, rules, standards, and guidelines specific to the application area may affect the project.

Quality Planning: Inputs .1

Organizational Process Assets Organizational quality policies, procedures and guidelines, historical databases and lessons learned from previous projects specific to the application area my affect the project.

Quality Planning: Inputs .2

Project Scope Statement The project scope statement is a key input to quality planning since it documents major project deliverables, the project objectives that serve to define requirements (which were derived from stakeholders needs, wants, expectations), thresholds, and acceptance criteria.

Quality Planning: Inputs .3

Quality Management Plan The quality management plan describers how the project management team will implement the performing organizations quality policy. The quality management plan is a component or a subsidiary plan of the project management plan. The quality management plan provides provides input to the overall proiect management plan and must address quality control (QC), quality assurance (QA), and continuous process improvement for the project.

Quality Planning: Outputs .1

Quality Metrics A metric is an operational definition that describes, in very specific terms, what something is and how the quality control process measures it. A measurement is an actual value. Some examples of quality metrics include defect density, failure rate, availability, reliability, and test coverage.

Quality Planning: Outputs .2

Quality Checklists A checklist is a structured tool, usually component-specific, used to verify that a set of requirements steps has been performed. Simple or complex. Standardized checklists to ensure consistency in frequently performed tasks.

Quality Planning: Outputs .3

Process Improvement Plan The Process improvement plan is a subsidiary of the project management plan. The process improvement plan details the steps for analyzing processes that will facilitate the identification of waste and non-value added activity, thus increasing customer value, such as: - Process boundaries: Describes the purpose, start, and end of processes, their inputs and outputs, data required, if any, and the owner and stakeholders of processes. - Process configuration: A flowchart of processes to facilitate analysis with interfaces identified. - Process Metrics: Maintain and control over status of processes. - Targets for improved performance: Guides the process improvement activities.

Quality Planning: Outputs .4

Quality Baseline The quality baseline records the quality objectives of the project. The quality baseline is the basis for measuring and reporting quality performance as part of the performance measurement baseline.

Quality Planning: Outputs .5

Project Management Plan (Updates) The project management plan will be updated throughout the inclusion of the a subsidiary quality management plan and process improvement plan. Requested changes (additions, modifications, deletions) to the project management plan and its subsidiary plans are processed by review and disposition through the Integrated Change Control process.

Quality Planning: Outputs .6

Cost-Benefit Analysis Quality planning must consider cost-benefit tradeoffs. The primary benefit of meeting quality requirements is less rework, which means higher productivity, lower costs, and increased stakeholder satisfaction.

Quality Planning: Tools and Techniques .1

Benchmarking Benchmarking involves comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance. These other projects can be within the performing organization or outside of it, and can be within the same or in another application area.

Quality Planning: Tools and Techniques .2

Design of Experiments (DOE) Design of Experiments is a statistical method that helps identify which factors may influence specific variables of a product or process under development or in production. DOE plays a role in the optimization of products and processes.

Quality Planning: Tools and Techniques .3

Cost of Quality (COQ) Quality costs are the total costs incurred by the 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 and external. Failure costs are also called cost of poor quality.

Quality Planning: Tools and Techniques .4

Additional Quality Planning Tools Other quality planning tools are also often used to help better define the situation and help plan effective quality management activities. These include brainstorming, affinity diagrams, force field analysis, nominal group techniques, matrix diagrams, flowcharts, and prioritization matrices.

Quality Planning: Tools and Techniques .5

Cost, time, or resource values used as parameters, can be apart of the project scope statement. If these threshold values are exceeded, it will require action from the project management team.

Thresholds