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Project Quality Management Sections of this presentation were adapted from A Guide to the Project Management Body of Knowledge 4th Edition, Project Management Institute Inc., © 2009 Project Quality Management “Creating and following policies and procedures to ensure that a project meets the defined needs it was intended to meet from the customer’s perspective.” PMP Exam Prep, 6th Edition Why Quality Management? Quality means conformance to specifications and fitness for use – i.e. just what you need and not more Projects or products with unnecessary features can be too expensive to meet the business need Prevention is much cheaper than inspection, build quality in early to minimize costs/maximize quality How Do We Manage Quality? Three processes Plan Quality What is quality and how will we ensure it? Perform Quality Assurance Are we following the quality standards? Perform Quality Control Are we meeting the quality standards? Plan Quality Perform Quality Assurance Perform Quality Control Plan Quality Inputs Tools & Techniques Scope Baseline Cost-benefit analysis Stakeholder Register Cost of quality Outputs Quality Management Plan Quality Metrics Control charts Cost Performance Baseline Benchmarking Quality Checklists Design of experiments Schedule Baseline Process Improvement Plan Statistical sampling Risk Register Enterprise Environmental Factors Organizational Process Assets Plan Quality Flowcharting Project document updates Proprietary quality management methodologies Additional quality planning tools Perform Quality Assurance Perform Quality Control Plan Quality Cost of Quality – Evaluating the cost of conformance with the cost of nonconformance to reach a balance. Includes; Prevention Costs Appraisal Costs Failure Costs Deming’s Costs of Quality Cost of Cost of Non Conformance Conformance Quality training Rework Studies Scrap Surveys Inventory Costs Warranty Costs 85% of the costs of quality are the direct responsibility of management - Deming Quality Planning Terms Gold Plating – Giving the customer extras that do not add value to the project Marginal Analysis – The point where the incremental revenue from an improvement equals the cost to implement it Kaizen – Continuous improvement process to reduce costs and promote consistency ISO 9000 – International standard to ensure that companies have quality procedures and that they follow them Perform Quality Assurance Tools & Techniques Outputs Project Management Plan Quality Metrics Inputs Work Performance Information Plan quality and perform quality control tools and techniques Organizational Process Assets Updates Change Requests Quality audits Project Management Plan Updates Process analysis Quality Control Measurements Project Document Updates Plan Quality Perform Quality Assurance Perform Quality Control Statistics Terms Review Mutually Exclusive – Two events that cannot both occur in a single trial Statistical Independence – Probability of one event occurring does not affect the probability of another event occurring Probability – The likelihood that something will occur (usually expressed in percent) Normal Distribution Remember: +/- 1 s = 68.26% +/- 2 s = 95.46% +/- 3 s = 99.73% +/- 6 s = 99.99% Perform Quality Control Inputs Project Management Plan Tools & Techniques Cause and effect diagram Control charts Quality Metrics Outputs Validated Changes Flowcharting Quality Checklists Validated Deliverables Histogram Work Performance Measurements Pareto Chart Organizational Process Assets Updates Run chart Change Requests Approved Change Requests Scatter diagram Deliverables Inspection Project Management Plan Updates Statistical sampling Organizational Process Assets Plan Quality Quality Control Measurements Project Document Updates Approved change requests review Perform Quality Assurance Perform Quality Control Pareto Chart Frequency Cumulative Percentage Graph of problem type vs. frequency 80/20 Rule – 80% of your problems will come from 20% of your work! Problem Type Control Chart Upper & Lower Control Limits (UCL & LCL) Set by quality goal i.e. 3s Includes the normal and expected variation in the process Specification Limits Contracted acceptable limit, usually outside UCL & LCL Out of Control Data point falls outside of UCL/LCL Non-random data points i.e. “Rule of Seven” Rule of Seven If you get seven points in a row on one side of the mean, seven points ascending, or seven points descending, the process is no longer random and it is out of control Originally adopted from a Ford quality manual Assignable Change When the controller adjusts the process to bring the process back within process control limits Control Charts Specification Limit (or Mean) Specification Limit