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Lecture8 Quality Management
Lecture8 Quality Management
Lecture8 Quality Management
Management
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Introduction
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What Is Project Quality Management?
z Project quality management ensures that the project
will satisfy the needs for which it was undertaken.
z Processes include:
z Quality planning: Identifying which quality standards are
relevant to the project and how to satisfy them.
z Quality assurance: Periodically evaluating overall project
performance to ensure the project will satisfy the relevant
quality standards.
z Quality control: Monitoring specific project results to
ensure that they comply with the relevant quality
standards.
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5
z Project quality management must address:
z Management of the project
z Product of the project
z Quality vs grade
z Grade – “a category or rank given to entities having
the same functional use but different technical
characteristics”
z Software product:
z high quality (no obvious bugs, readable manual) but low
grade (a limited number of features
z Low quality (many bugs, poorly organized user
documentation) and high grade (numerous feature)
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Modern Quality Management Practices
z Customer satisfaction –
z understanding, managing and influencing needs
so that customer expectation are met.
z Conformance to requirements
z Fitness for use
z Prevention over inspection
z Cost of preventing mistakes is always much less
than the cost of correcting them as revealed by
inspection
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Modern Quality Management Practices
z Management responsibility
z Success requires the participation of all members
of the team,
z the responsibility of management to provide the
resources needed to succeed
z Processes within phases
z Plan-do-check-act cycle
z Quality improvement initiatives by the
performing organization (TQM, Continuous
Improvement etc)
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Who’s Responsible for the Quality
of Projects?
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QUALITY PLANNING
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The processes
Inputs
Inputs Toolsand
Tools andTechniques
Techniques Outputs
Outputs
1.1.Quality
Qualitypolicy
policy 1.1.Benefit/cost
Benefit/costanalysis
analysis 1.1.Quality
Quality
2.2.Scope
Scopestatement
statement 2.2.Benchmarking
Benchmarking managementplan
management plan
3.3.Product
Product 3.3.Flowcharting
Flowcharting 2.2.Operational
Operational
description
description 4.4.Design
Designofof definitions
definitions
4.4.Standards
Standardsand and experiments
experiments 3.3.Checklists
Checklists
regulations
regulations 5.5.Cost
Costofofquality
quality 4.4.Inputs
Inputstotoother
other
5.5.Other
Otherprocess
process processes
processes
outputs
outputs
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Inputs
z Quality Policy
z The overall intentions and direction of an organization with
regard to quality, as formally expressed by top
management
z Project team can adopt the performing organization policy
“as is” or develop a policy for the project
z Scope statement
z Documents major project deliverables, as well as the
project objectives that serve to define important
stakeholder requirements
z Product descriptions
z Contain details of technical issues and other concerns that
may affect quality planning
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z Standards and regulations
z Must consider any application area-specific
standards or regulations that may affect the
project
z Other process outputs
z Processes in other knowledge areas may produce
outputs that should be considered as part of
quality planning
z Eg in procurement planning may identify
contractor quality requirements that should be
reflected in the overall quality management plan
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Tools and Techniques
z Benefit/cost analysis
z Primary benefit of meeting quality requirements is
less rework, which means higher productivity,
lower costs and increased stakeholders
satisfaction
z Primary cost is the expense associated with
project quality management activities
z Benchmarking
z Involves comparing actual or planned project
practices to those of other projects to generate
ideas for improvement and to provide a standard
by which to measure performance
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z Flowcharting
z Any diagram that shows how various elements of
a system relate
z Cause-and-effect diagrams
z System or process flow charts
z Flowcharting can help the project team anticipate
what and where quality problems might occur and
thus can help develop approaches for dealing
with them
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Cause-and-effect
Cause-and-effectdiagrams,
diagrams,also
alsocalled
calledIshikawa
Ishikawadiagrams
diagramsor
or
fishbone
fishbonediagrams,
diagrams,which
whichillustrate
illustratehow
howvarious
variousfactors
factorsmight
mightbe
be
linked
linkedto
topotential
potentialproblems
problemsororeffects
effects
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17
An
Anexample
exampleof ofaaprocess
processflow
flow
chart
chartfor
fordesign
designreviews
reviews
18
z Design of experiments
z is a quality planning technique that helps identify which
variables have the most influence on the overall outcome
of a process.
z Also applies to project management issues, such as cost
and schedule trade-offs.
z Eg senior engineers will cost more than junior engineers,
but can also be expected to complete the assigned work in
less time
z Involves documenting important factors that directly
contribute to meeting customer requirements.
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z Cost of quality
z Refers to the total cost of all efforts to achieve
product/service quality and include all work to
ensure conformance to requirements, as well as
all work resulting from non-conformance to
requirements
z Three types of costs that are incurred
z Prevention cost
z Appraisal costs
z Failure costs
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Outputs
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z Operational definitions
z Describes in very specific terms what something
is and how it is measured by the quality control
process
z Checklists
z Structured tool used to verify that a set of required
steps have been performed
z Input to other processes
z Identify a need for further activity in another area
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QUALITY ASSURANCES
z Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project.
z Another goal of quality assurance is continuous quality
improvement.
z Benchmarking generates ideas for quality
improvements by comparing specific project practices or
product characteristics to those of other projects or
products within or outside the performing organization.
z A quality audit is a structured review of specific quality
management activities that help identify lessons learned
that could improve performance on current or future
projects.
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Inputs
Inputs Toolsand
Tools andTechniques
Techniques Outputs
Outputs
1.1.Quality
Quality 1.1.Quality
Qualityplanning
planningtools
tools 1.1.Quality
Quality
managementplan
management plan andtechniques
and techniques improvements
improvements
2.2.Results
Resultsofofquality
quality 2.2.Quality
Qualityaudits
audits
control
control
measurements
measurements
3.3.Operational
Operational
definitions
definitions
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QUALITY CONTROL
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z Requires some knowledge of statistical quality
control, especially sampling and probability, to help
evaluate quality control outputs
z Prevention (keeping errors out of the process) and
inspection (keeping errors out of the hands of the
customer)
z 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)
z Special causes (unusual events) and random causes
(normal process variations)
z 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
limits)
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Inputs
Inputs Toolsand
Tools andTechniques
Techniques Outputs
Outputs
1.1.Work
Workresults
results 1.1.Inspection
Inspection 1.1.Quality
Quality
2.2.Quality
Quality 2.2.Control
Controlchart
chart improvements
improvements
managementplan
management plan 3.3.Pareto
Paretodiagrams
diagrams 2.2.Acceptance
Acceptance
3.3.Operational
Operational 4.4.Statistical
Statisticalsampling
sampling decisions
decisions
definitions
definitions 5.5.Flowcharting
Flowcharting 3.3.Rework
Rework
4.4.Checklists
Checklists 6.6.Trend
Trendanalysis
analysis 4.4.Completed
Completed
checklists
checklists
5.5.Process
Process
adjustments
adjustments
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Pareto Analysis
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Statistical Sampling and Standard
Deviation
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DMAIC
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How is Six Sigma Quality
Control Unique?
*“What You Need to Know About Six Sigma,” Productivity Digest (December 2001),37p.
38.
**Cliff d L “Wh Y C S f l I Si Si ”F t (J 22 2001)
Six Sigma Projects Use
Project Management
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Six Sigma and Statistics
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Six Sigma Uses a Conversion Table
z Using a normal curve, if a process is at six sigma,
there would be no more than two defective units
per billion produced.
z Six Sigma uses a scoring system that accounts
for time, an important factor in determining
process variations.
z Yield represents the number of units handled
correctly through the process steps.
z A defect is any instance where the product or
service fails to meet customer requirements.
z There can be several opportunities to have a
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defect.
Figure 8-2. Normal Distribution and
Standard Deviation
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Table 8-3. Sigma and Defective Units
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Six Sigma Conversion Table
The Six Sigma convention for determining defects is based on the above
conversion table. It accounts for a 1.5 sigma shift to measure the number of
defects per million opportunities instead of the number of defects
per unit.
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Quality Control Charts and the Seven
Run Rule
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Six 9s of Quality
z Six 9s of quality is a measure of quality control
equal to 1 fault in 1 million opportunities.
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Quality Control Charts
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Sample Quality Control Chart
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Modern Quality Management
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The Cost of Quality
z The cost of quality is the cost of conformance plus
the cost of nonconformance.
z Conformance means delivering products that meet
requirements and fitness for use.
z Cost of nonconformance means taking responsibility for
failures or not meeting quality expectations.
z A 2002 study reported that software bugs cost the
U.S. economy $59.6 billion each year and that one
third of the bugs could be eliminated by an improved
testing infrastructure.*
*RTI International, “Software Bugs Cost U.S. Economy $59.6 Billion Annually, RTI Study
Finds,” July 1, 2002. 56
Costs Per Hour of Downtime Caused by Software
Defects
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Five Cost Categories Related to Quality
z Organization’s culture
z Geographic regions
61
Maturity Models