PMGT401-08 Project Quality Management-V04

PMGT- 401: Project Management Fundamentals
08 Project Quality Management
PMGT- 401: Project Management Fundamentals 08 Project Quality Management
2009 Bob Xourafas, P.Eng, PMP, Proprietary
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08 Project Quality Management: Definition

Definition: The Project Quality Management Knowledge Area assures that the project meets the requirements that it was undertaken to produce.
The Quality Management Knowledge Area, which includes the Plan Quality, Perform Quality Assurance, and Perform Quality Control processes, involves the quality management of the project as well as the quality aspects of the product or service the project was undertaken to produce. These processes measure overall project performance and monitor project results and compare them to the quality standards set out in the project planning process to assure the customers will receive the product, service, or result they commissioned.
Processes:
8.1
8.2 8.3
Plan Quality - Planning

Perform Quality Assurance - Executing Perform Quality Control Monitoring & Controlling
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08 Project Quality Management: Process Mapping

Initiating
4.1 Develop Project Charter
Planning
4.2 Develop Project Management Plan 5.1 Collect Requirements 5.2 Define Scope 5.3 Create WBS 6.1 Define Activities 6.2 Sequence Activities 6.3 Estimate Activity Resources 6.4 Estimate Activity Durations 6.5 Develop Schedule 7.1 Estimate Costs 7.2 Determine Budget
Executing
4.3 Direct and Manage Project Execution 8.2 Perform Quality Assurance
Monitoring & Controlling

4.4 Monitor and Control Project Work 4.5 Perform Integrated Change Control 5.4 Verify Scope 5.5 Control Scope 6.6 Control Schedule 7.3 Control Costs 8.3 Perform Quality Control
Closing
4.6 Close Project or Phase
8.1 Plan Quality
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08 Project Quality Management: Overview

Keyword Definition
Plan Quality Plan What quality standards should be used How these standards will be met?
Phase
Planning
Perform Quality Assurance
Standards, Benchmarking, Cost Benefits Analysis, Flowcharts, Experiment Design Implement, Check the outputs of quality control measurements to verify if they meet the check overall quality standards overall Are the quality standards still appropriate? What lessons are learned to improve quality?
Execution
Overall performance evaluation (regular review), audits of quality activities, lessons learned identified Perform Quality Control Measure details, detail checking Measure (test) to see if the specific quality standards have been met.
Review compliance with quality standards, use of quality control tools (Pareto, Fishbone, Checklists, Control Charts)
Monitoring & Control
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08 Project Quality Management: Overview

Verify Scope vs. Perform Quality Control & Quality Assurance Verify Scope is primarily concerned with acceptance of the work results
Perform Quality Control is primarily concerned with checking for correct work results (assuring that the quality requirements are met). Perform Quality Control takes place prior to Verify Scope!
Quality Assurance audits the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used. It concerns with the over all quality of the project.
PMGT- 401: Project Management Fundamentals 08 Project Quality Management 2009 Bob Xourafas, P.Eng, PMP, Proprietary
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8.1 Plan Quality
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8.1 Plan Quality: Inputs-Tools & Techniques-Outputs

Inputs
1. 1. 2. 3. 4. Scope baseline Stakeholder register Cost Performance baseline Schedule baseline
Tools & Techniques

Cost-benefit analysis 1. 2. 3. 4. 5.
Outputs
Quality Management Plan Quality metrics Quality checklists Process improvement plan Project document updates
2.
3. 4. 5. 6. 7. 8.
Cost of quality
Control charts Benchmarking Design of Experiments Statistical sampling Flowcharting Proprietary quality management methodologies Additional quality planning tools
5.
Enterprise environmental factors

Organizational process assets
6.
9.
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8.1 Plan Quality: Definition

Plan Quality Quality Management Plan
Plan quality is a key process performed during the Planning processes and when developing the project management plan. It should be performed in conjunction with other Planning processes. The Plan Quality process is concerned with identifying which quality standards are relevant to the project and devising a plan to meet and satisfy these standards. The quality management plan is an output of this process that describes how the quality policy will be implemented by the project management team during the course of the project. Another key output of this process is the process improvement plan, which documents the actions for analyzing processes to ultimately increase customer value.
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Quality in Terms of Best project management practices
Fitness for use
States that the product or service is capable of being used
Fitness for purpose

States that the product or service will meet its intended purpose
Customer satisfaction
States the customers feelings about a product or service
Conformance to requirements
States the condition of the product or service in relation to the customers requirements
Managing quality effectively has a positive effect on morale, costs, risk and customer satisfaction.
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Plan Quality Steps
Determine a plan for quality
1. Find existing quality standards for product and project management.
2. Create additional project specific quality standards.

3. Determine what work is required to meet the standards. 4. Determine what measurements are required to determine if the project meets the standards.
5. Balance the needs for quality with scope, cost, time, risk and satisfaction.
6. Develop a Quality Management Plan and add it to the Project Management Plan.
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8.1 Plan Quality: Overview

RESPONSIBILITY FOR QUALITY:
The entire organization, the project team members, the project manager, and the stakeholders are responsible for the quality assurance of the project. The project manager has the ultimate responsibility for the quality of the product of the project, but each team member must check his or her work - self-inspection.
It is not acceptable for a team member to simply complete the work and then turn it over to the project manager or their manager for checking.
Work should meet the project requirements and testing should be done whenever appropriate before submission to the project manager.
Senior management has the ultimate responsibility for quality in the organization as a whole.
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Prevention over Inspection
Quality must be planned into the project, not inspected in after the fact to make certain the product or service meets stakeholders expectations.
Reason: The cost of non-conformance (rework, scrap, inventory cost, warranty cost) is higher than cost of conformance
GOLD PLATING:
Giving the customer extras (e.g., extra functionality, higherquality components, and extra scope of work or better performance).
Gold plating adds no value to the project. Often, such additions are included based on the project team's impression of what the customer would like.
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Understand each of these mens theories on the cost of quality:
Crosby = Zero defects and prevention or rework results. Juran = Fitness for use, conformance. Quality by design. Deming = Quality is a management problem. Shewhart = Plan-Do-Check-Act cycle. TQM = Quality must be managed in and must be a continuous process.
Six Sigma = Six Sigma is a measurement-based strategy; no more than 3.4 defects per million.
Kaizen = Continuous improvement; improve quality of people first.
Continuous improvement = Watch continuously for ways to improve quality.
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PROBABILITY:
The likelihood that something will occur, usually expressed as a percent
NORMAL DISTRIBUTION:
A normal distribution is the most common probability density distribution chart that is in the shape of a bell curve and is used to measure variations.
STANDARD DEVIATION (or sigma):

A measure of how far you are from the mean (not the median).
(Remember (P - O)/6 is the PERT formula for standard deviation using optimistic, pessimistic and most likely estimates.)
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3 OR 6 SIGMA:
Sigma is another name for standard deviation. 3 or 6 sigma represents the level of quality that a company has decided to try to achieve. For example, at 6 sigma, only 1 out of 10,000 doors produced will have a problem. At 3 sigma, 27 out of 10,000 will have a problem. + or 1 Sigma is equal to 68.26
+ or 2 Sigma is equal to 95.46 + or 3 Sigma is equal to 99.73 + or 6 Sigma is equal to 99.99 3 sigma is the most common standard
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Proprietary Quality Management Methodologies
Six Sigma is a quality management approach that is similar to TQM and is typically used in manufacturing and service-related industries. Six Sigma is a measurement-based strategy that focuses on process improvement and variation reduction by applying Six Sigma methodologies to the project.
There are two Six Sigma methodologies:

The first is known as DMADV (define, measure, analyze, design, and verify) and is used to develop new processes or products at the Six Sigma level. The second is called DMAIC (define, measure, analyze, improve, and control) and is used to improve existing processes or products. Another tidbit you should understand about Six Sigma is that it aims to eliminate defects and stipulates that no more than 3.4 defects per million are produced.
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8.1 Plan Quality: Inputs

Scope baseline (described in 05 Project Scope Management)
Project Scope Statement WBS WBD dictionary
Stakeholder register (described in 10 Project Communications Management) Cost performance baseline (described in 07 Project Cost Management) Schedule baseline (described in 06 Project Time Management)
Risk register (described in 11 Project Risk Management)
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Enterprise Environmental Factors
Standards and Regulations.
The project management team must consider any application areaspecific standards or regulations that may affect the project. Examples: IT standards, Construction standards, etc. A standard is something thats approved by a recognized body and that employs rules, guidelines, or characteristics that should be followed. For example, the Americans with Disabilities Act (ADA) has established standards for web page designers that outline alternative viewing options of web pages for people with disabilities. PMI guidelines regarding project management are another example of standards. Standards arent legally mandatory, but its a good idea to follow them. Many organizations (or industries) have standards in place that are proven best practice techniques. Standards can be set by the organization, independent bodies or organizations such as the International Organization for Standardization (ISO), and so on.
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Enterprise Environmental Factors
Standards and Regulations.
A regulation is mandatory. Regulations are almost always imposed by governments or institutions like the Canadian Medical Association. However, organizations might have their own self-imposed regulations that you should be aware of as well. Regulations require strict adherence, particularly in the case of government-imposed regulations, or stiff penalties and fines could resultmaybe even jail time if the offense is serious enough.
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Organizational Process Assets
Quality Policy
Its a guideline published by executive management that describes what quality policies should be adopted for projects the company undertakes. Its up to the project manager to understand this policy and incorporate any predetermined company guidelines into the quality plan. The quality policy of the performing organization can often be adopted as is for use by the project.
If the performing organization lacks a formal quality policy, or if the project involves multiple performing organizations (as with a joint venture), then the project management team will need to develop a quality policy for the project.
Regardless of the origin of the quality policy, the project management team is responsible for ensuring that the project stakeholders are fully aware of the quality policy.
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Organizational Process Assets
Quality procedures and guidelines
Quality procedures and guidelines are developed in support of the quality policy.
They apply the policy at the organizations operations level, i.e. projects, operations, maintenance, etc.
Historical databases Lessons learned from other projects
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8.1 Plan Quality: Tools & Techniques

Cost-Benefit Analysis
Youve seen the cost-benefit analysis technique before in the Initiating process group. In the case of quality management, youll want to consider the trade-offs of the cost of quality. Its cheaper and more efficient to prevent defects in the first place than to spend time and money fixing them later.
The primary benefit of meeting quality requirements is less rework, which means higher productivity, lower costs, and increased stakeholder satisfaction.
The primary cost of meeting quality requirements is the expense associated with project quality management activities.
It is a widely accepted principle of the quality management discipline that the benefits must outweigh the costs.
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Cost of Quality (COQ)
Total cost of all efforts to achieve product /service quality. It includes:
Cost of conformance to requirements (money spent to avoid failures) Prevention cost: Prevention means keeping defects out of the hands of customers. Prevention costs are the costs associated with satisfying customer requirements by producing a product without defects or within an acceptable defect range. Appraisal cost: Appraisal costs are the costs expended to examine the product or process and make certain the requirements are being met. Appraisal costs might include costs associated with aspects such as inspections and testing.
Cost of non-conformance (failure costs-money spent because of failures) Internal failure cost: These result when customer requirements are not satisfied while the product is still in the control of the organization. Internal failure costs might include corrective action, rework, scrapping, and downtime. External failure cost: These occur when the product has reached the customer who determines that the requirements have not been met. Costs associated with external failure costs might include inspections at the customer site, returns, and customer service costs. Costs of Conformance: Quality training, studies, surveys Costs of Non-Conformance: Rework, scrap, inventory costs, warranty costs
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Control Charts
Graphical display of the project results, over time, of a product, process, to determine if the process, product is within acceptable limits (in control) or outside the acceptable limits (out of control)
Control charts are used most often in manufacturing settings where repetitive activities are easily monitored.
For example, the process that produces widgets by the case lot must meet certain specifications and fall within certain variances to be considered in control.
However, you arent limited to using control charts only in the manufacturing industry.
You can use them to monitor any output. You might consider using control charts to track and monitor project management processes. You could plot cost variances, schedule variances, frequency or number of scope changes, and so on, to help monitor variances in the project management process. As Plan Quality tools are used to establish the specification and control limits that the project must meet
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Design of Experiments (DOE)
Design of experiments (DOE) is a statistical technique that designs and sets up experiments to determine the ideal solution for a problem using a limited number of sample cases. It analyzes several variables at once, allowing you to change all (or some of) the variables at the same time and determine which combination will produce the best result at a reasonable cost. It is used most often concerning the product of the project but can also be applied to project management processes to examine tradeoffs. Example:
Senior employees will cost more than junior employees, but can also be expected to complete the assigned work in less time. An appropriately designed experiment (in this case, computing project costs and durations for various combinations of senior and junior employees) will often allow determination of an optimal solution from a relatively limited number of cases.
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Benchmarking
Benchmarking involves comparing actual or planned project practices to those of other projects to: Generate ideas for improvement Select best practice to use as standard for performance
Benchmarking example:
if your current printer can produce 8 pages per minute and youre considering a new printer that produces 14 pages per minute, the benchmark is 8 pages per minute.
Benchmarking is used for process and product improvement The other projects may be within the performing organization or outside of it, and may be within the same application area or in another.
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Flowcharting
Flowcharts are diagrams that show the logical steps that must be performed in order to accomplish an objective. They can also show how the individual elements of a system interrelate. Flowcharting can help identify where quality problems might occur on the project and how problems happen. This is important because it gives the project team the opportunity to develop alternative approaches for dealing with anticipated quality problems identified with this tool and technique.
Example: A risk management process flow chart.
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Statistical sampling
Involves choosing part of a population of interest for inspection
Additional Quality Planning Tools

Brainstorming and the Nominal Group Technique (to be covered in Project Risk Management) Affinity diagrams
Affinity diagrams are used to group and organize thoughts and facts and can be used in conjunction with brainstorming. After youve gathered all ideas possible with brainstorming, you group similar ideas together on an affinity diagram.
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Force field analysis
Force field analysis is a method of examining the pros and cons of a decision. Using the T-square approach and list all the pros down the left column and all the cons in the right. Determine which of these elements in the list are barriers and which are enablers to the project. Assign a priority or rank to each Develop strategies for leveraging the strengths of the high-priority enablers while minimizing the highest-ranked barriers.
Matrix diagram
Include two, three, or four groups of information and show relationships between factors, causes, and objectives. Data in a matrix is organized in rows and columns
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Prioritization matrices
Prioritization matrices are useful when you need to prioritize complex issues that have numerous criteria for decision making. Theyre best used in situations where you can use data or inputs to score the criteria. They work similarly to a weighted scoring model (I talked about those in Chapter 2) in that the most important criteria carries the greatest weight.
Proprietary quality management methodologies

Six Sigma, Lean Six Sigma, CMMI, ISO, etc.
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8.1 Plan Quality: Outputs

Quality Management Plan
The quality management plan describes how the project management team will enact the quality policy. It documents the resources needed to carry out the quality plan, the responsibilities of the project team in implementing quality, and all the processes and procedures the project team and organization should use to satisfy quality requirements, including quality control, quality assurance techniques, and continuous improvement processes. The project manager in cooperation with the project staff writes the quality management plan. You can assign quality actions to the activities listed on the WBS based on the quality plan requirements. During the Perform Quality Control process, measurements will be taken to determine whether the quality to date is on track with the quality standards outlined in the quality management plan. The quality management plan may be formal or informal, highly detailed, or broadly framed, based on the requirements of the project.
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Quality Metrics
A quality metric, also known as operational definition, describes what is being measured and how it will be measured by the Perform Quality Control process.
Example:
Lets say youre managing the development of a new housing complex and one of the deliverables is receiving 1000 doors by December. The operational definition or quality metric in this case might include the date the doors must be delivered and a counting or inventory process to ensure you received the number of doors you ordered. Measurements consist of actual values, not yes or no results. In our example, receiving the doors is a yes or no result (you have them or you dont), but the date it was delivered and the number of pieces delivered are actual values.
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Quality Checklists A checklist is a structured tool, usually item specific, used to verify that a set of required quality steps/activities have been performed.
Example:
Step 1.0 2.0 3.0 4.0 5.0 6.0 7.0 8.0 9.0 Activity Document User Request for work Create an EARS ticket Document User Specifications Document Technical Impact/Requirements of change to other areas Document Issues & Risks Review Specifications and Impacts with Business Owner and get their signoff to proceed Document expected resource requirements from other groups Create Time Estimate (effort and duration) of effort for changes Gather Estimates from other required groups Done? (Y/N/NA)
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Process Improvement Plan
The process improvement plan focuses on finding inefficiencies in a process or activity and eliminating them.
The idea here is that if youre doing activities or performing processes that dont add any value, youll want to either stop doing what youre doing or modify the process so that you are adding value.
The process improvement plan is a subsidiary plan of the project management plan. Some of the elements you should consider when thinking about process improvement are:
the process boundaries, which describes the purpose for the process and its expected start and end dates; the process configuration so that you know what processes are performed when and how they interact; the process metrics; and any specific elements you want to target for improvement.
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Quality Baseline
Almost everything youve done throughout this process culminates in the quality baseline. The quality baseline is the quality objective of the project. Its the projects agreement with the stakeholders what youll use to measure and report quality against as you perform the remaining Quality processes. Note:
You cannot change the baseline without going through established and agreed change control procedures.
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8.2 Perform Quality Assurance
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8.2 Perform Quality Assurance: Inputs-Tools & Techniques-Outputs

Inputs
Tools & Techniques

1. Plan Quality and Perform Quality Control tools and techniques 2. Quality audits
Outputs
1. Organizational process assets updates
2. Change requests
1. Project management plan (Quality management plan & Process improvement plan) 2. Quality metrics
3. Process analysis
3. Project management plan updates

4. Project document updates
3. Work performance information

4. Quality control measurements
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8.2 Perform Quality Assurance: Quality Management Hints

Keyword Definition
Quality Planning Plan What quality standards should be used How these standards will be met?
Phase
Planning
Standards, Benchmarking, Cost Benefits Analysis, Flowcharts, Experiment Design Check the outputs of quality control measurements to verify if appropriate quality standards and operational definitions are used Implement, Are the quality standards still appropriate? check overall What lessons are learned to improve quality? Overall performance evaluation (regular review), audits of quality activities, lessons learned identified Measure (test) to see if the specific quality standards have been met. Review compliance with quality standards, use of quality control tools (Pareto, Fishbone, Checklists, Control Charts)
Executing
Perform Quality Control
Measure details, detail checking
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8.2 Perform Quality Assurance: Definition

The Perform Quality Assurance process involves performing systematic quality activities on a regular basis and uses quality audits to determine which processes should be used to achieve the project requirements and to assure they are performed efficiently and effectively. Re-evaluating the specified quality standards, methods and procedures used on the project
Taking action to increase the effectiveness and efficiency of the project to provide added benefits to the project stakeholders
NOTE:
The specified quality standards, methods and procedures are specified in the Quality Assurance Plan
The project team members, the project manager, and the stakeholders are responsible for the quality assurance of the project. It could be that a quality assurance department or organization is assigned to the project to oversee these processes. In that case, quality assurance might be provided to (rather than by) the project team.
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8.2 Perform Quality Assurance: Definition

Quality Assurance Steps
Perform continuous improvement Conduct Quality Audits Correct deficiencies Identify improvements that the company needs to make Recommend changes and corrective actions to Integrated Change Control
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8.2 Perform Quality Assurance: Inputs

We already have discussed the inputs to Perform Quality Assurance before, so well move right into the tools and techniques.
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8.2 Perform Quality Assurance: Tools & Techniques

Perform Quality Assurance Tools and Techniques
1. Plan Quality and Perform Quality Control tools and techniques
2. Quality audits 3. Process analysis
Plan Quality and Perform Quality Control tools and techniques

Benefit/cost analysis Benchmarking Design of experiments Cost of quality
Additional quality planning tools
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Quality Audits
Quality audits are independent reviews performed by trained auditors or third-party reviewers.
Quality audits can be done on a regular schedule or at random depending on the organizational policies and quality management plan. The purpose of a quality audit is the same as the purpose of the Perform Quality Assurance processto identify ineffective and inefficient processes used on the project. Audits result in quality improvements. Quality improvement includes: taking action to increase the effectiveness and efficiency of the project to provide added benefits to the project stakeholders In most cases, implementing quality improvements will require preparation of: change requests or taking of corrective action, and will be handled according to procedures for integrated change control
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Quality Audits
Experienced specialists generally perform quality audits. The specialists job is to produce an independent evaluation of the quality process. Some organizations are large enough to have their own quality assurance departments or quality assurance teams; others might have to hire contract personnel to perform this function. Internal quality assurance teams report results to the project team and management team of the organization. External quality assurance teams report results to the customer.
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Process Analysis
Process analysis looks at process improvement from an organizational and technical perspective. Process analysis follows the steps in the process improvement plan and examines the following:
Problems experienced while conducting the project
Constraints of the project

Inefficient and ineffective processes identified during process operation
One of the techniques of process analysis includes performing root cause analysis (Remember to ask Why FIVE TIMES!), i.e. finding what is causing the quality problem. (I will discuss root cause analysis in the Risk Identification process in 11 Project Risk Management)
The result of this exercise will allow you to develop preventive actions for quality problems that are similar to the problem youre examining or that have the similar root causes.
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8.2 Perform Quality Assurance: Outputs

The Perform Quality Assurance process has four outputs:
1. Organizational process assets updates 2. Change requests 3. Project management plan updates 4. Project document updates
These arent new, but there is one new idea embedded in the change request output.
During this process, the recommended corrective actions, whether they are a result of a quality audit or process analysis, should be acted upon immediately. Example: Lets say youre manufacturing parts for one of the deliverables of your project. Obviously, the moment you discover that the parts are not correct, youd correct the process by calibrating the machine perhaps, or by using different raw materials, to make certain the parts are produced accurately.
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8.3 Perform Quality Control
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8.2 Perform Quality Control: Quality Management Hints

Keyword Definition
Quality Planning Plan What quality standards should be used How these standards will be met?
Phase
Planning
Standards, Benchmarking, Cost Benefits Analysis, Flowcharts, Experiment Design Check the outputs of quality control measurements to verify if they meet the overall quality standards Implement, Are the quality standards still appropriate? check What lessons are learned to improve overall quality?
Executing
Overall performance evaluation (regular review), audits of quality activities, lessons learned identified Perform Quality Control Measure details, detail checking Measure (test) to see if the specific quality standards have been met.
Review compliance with quality standards, use of quality control tools (Pareto, Fishbone, Checklists, Control Charts)
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8.3 Perform Quality Control Inputs-Tools & Techniques- Outputs

Inputs
1. Project management plan (Quality management plan & Process improvement plan) Quality metrics Quality checklists Work performance measurements Approved change requests Deliverables Organizational process assets 1 2 3 4 5 6 7 8 9
Tools & Techniques

Cause-andeffect diagram Control chart Flowchart Histogram Pareto chart Run chart Scatter diagram Statistical sampling Inspection 7 5 6 4 1 2 3
Outputs
Quality control measurements Validated changes Validated deliverables Organizational process asset updates (checklists, lessons learned) Change requests Project management plan updates Project document updates
2. 3. 4. 5. 6. 7.
10 Approved change request review
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8.3 Perform Quality Control: Definition
Perform Quality Control
Perform Quality Assurance is concerned with assuring that the project is using the correct and most efficient processes to meet the project requirements. Perform Quality Control is concerned with the accuracy of the project results. Involves monitoring specific project results to determine:
if they comply with relevant quality standards, and identifying ways to eliminate causes of unsatisfactory results Focuses on the correctness of work.
Project results include: product results, such as deliverables, and project management results, such as cost and schedule performance

It should be performed throughout the project
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8.3 Perform Quality Control: Definition
Perform Quality Control Steps

1. Measure specific project results against the quality standards set in the Quality Management Plan 2. Understand the causes of variations 3. Recommend changes, corrective actions, preventive actions and defect repair to the Integrated Change Control 4. Repair defects 5. Implement approved changes to the Quality Baseline 6. Validate that the approved changes in fact work! 7. Identify Quality Improvements
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8.3 Perform Quality Control: Inputs

We already have discussed the inputs to Perform Quality Control before, so well move right into the tools and techniques.
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8.3 Perform Quality Control: Tools & Techniques

The primary purpose of each of these tools is to examine the product, service, or result as well as the project processes for conformity to standards.
If the results fall within the tolerance range specified, the results are acceptable. Alternatively, if the results fall outside the tolerance range specified, the results are unacceptable If the results fall within the control limits set for the product (as defined by the various tools and techniques that will be discussed in the following slides), the process you are examining is said to be in control Alternatively, if the results fall outside the control limits set for the product (as defined by the various tools and techniques that will be discussed in the following slides), the process you are examining is said to be out of control
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Cause-and-effect diagrams (also called Ishikawa diagrams or fishbone diagrams)
Show how various factors (causes and sub causes) might be linked to potential problems (effects). Stimulate thinking, organize thoughts, and generate discussion
Effect
Causes
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8.3 Perform Quality Control: Tools & Technique

Control Charts As Plan Quality tools are used to establish the specification and control limits that the project must meet As Perform Quality Control tools are used to populate the charts with actual measurements and determine if the measurements are within acceptable ranges
Specification Limit Control Limit USL UCL
10 8 6 4 2 0 0
Mean
LCL LSL 5 10 Time 15 20 25
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10 8 6 4 2 0 0 5 10 Time 15 20 25 LCL LSL Mean Specification Limit Control Limit USL UCL
Upper and Lower Control Limits (UCL & LCL)

The acceptable range of variation of a process or product based on the

companys quality standards ( for example 3 or 6 sigma, normal distribution, etc.) Data points within this range are considered of as in control and are an acceptable range of variation, excluding the rule of seven. Data points outside this range means that the process or product is out of control
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Mean
Middle of the range of acceptable variations of the process or product

Represent the customer expectations or contractual requirements for performance and quality on the project. They are not calculated based on the control chart. They are inputs to the chart from the customer. To meet the customers specification limits, the organizations quality standards must be stricter than those of the customer
Specification Limits
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Out of Control (Think of "out of control" as a lack of consistency and predictability in a process)
The process or product is out of statistical control under of either of two circumstances. 1. A data point falls outside either the upper or lower control limit 2. Non-random data points that are within the upper and lower control limits such as the rule of seven.
Assignable Cause/Special Cause Variation

A data point (outliners: singular measurements outside the bandwidth between an upper and lower control limit) or a rule of seven that require investigation to determine the cause of the variation.
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Histograms
Histograms are typically bar charts that depict the distribution of variables over time. In Perform Quality Control, A histogram is a bar chart showing a distribution of variables. Each column represents an attribute or characteristic of a problem/situation. The height of each column represents a relative frequency of the characteristic.
300 275 250 225 200 175 150 125 100 75 50 25 0
Cumulative Number of defects
Defects
16 23 30
13 20 27
13 20 27
10 17 24
15 22
Jan
Feb
Mar
Apr
May
Number of Defects per Week

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Pareto Diagram
You have probably heard of the 80/20 rule. Vilfredo Pareto is the person credited with discovering this rule. He observed that 80 percent of the wealth and land ownership in Italy was held by 20 percent of the population. Over the years, others have shown that the 80/20 rule applies across many disciplines and areas
Pareto charts are displayed as histograms that rank-order the most important factors such as delays, costs, defects, or other factors by their frequency over time. The histograms show the types of problems (anomalies) and their frequency. His theory is that you get the most benefit if you spend the majority of your time fixing the most important problems.
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Run Charts
Run charts are used to analyze processes Run charts evolved from the development of these control charts, but run charts focus more on time patterns of a process while a control chart focuses more on acceptable limits of the process. Run charts are useful in discovering patterns that occur over time. Run charts are used to show variations in the process over time or to show trends (such as improvements or lack of improvements) in the process. They are similar to the control charts but show no limits.
Run Chart
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Run Charts
Differences in results will occur in processes because there is no such thing as a perfect process. When processes are considered in control, differences in results might occur because of common causes of variances Three types of variances that make up common causes of variances:
Random variances: Random variations might be normal, depending on the processes youre using to produce the product or service of the project, but they occur as the name implies, at random. Known or predictable variances: Are variances that you know exist in the process because of particular characteristics of the product, service, or result you are processing. These are generally unique to a particular application.
Variances that are always present in the process: The process itself will have inherent variability that is perhaps caused by human mistakes, machine variations or malfunctions, the environment, and so on, which are known as variances always present in the process. These variances generally exist across all applications of the process.
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Run Charts
Trend analysis is another technique thats carried out using run charts. In project management Trend analysis in the Perform Quality Control process is a mathematical technique that uses historical results to predict future outcomes. This is achieved by tracking variances in cost and schedule performance. In this context, it is a project management quality control tool. This information can then be used to forecast future performance. Tend Analysis Using Excel
http://www.processtrends.com/index.htm
Flowcharting
Already discussed
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Scatter Diagrams
Scatter diagrams use two variables, one called an independent variable, which is an input, and one called a dependent variable, which is an output. Scatter diagrams display the relationship between these two elements as points on a graph. This relationship is typically analyzed to prove or disprove cause-and-effect relationships.
The closer the points resemble a diagonal line, the closer the two variables are related
100 80 60 40 20 0 0
6
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Example: Scatter Diagrams
As an example, maybe your scatter diagram plots the ability of your employees to perform a certain task. Their experience performing this task in months is plotted as the independent variable on the X axis, and the accuracy they achieve in performing this task expressed as a scorethe dependent variable-is plotted on the Y axis. The scatter diagram in this case can then help you determine whether cause-and-effect (in this case, increased experience over time versus accuracy) can be proved.
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Statistical Sampling
Statistical sampling involves taking a sample number of parts from the whole population and examining them to determine whether they fall within acceptable variances. For example, you determine to statistically sample 25 parts out of a lot. The quality plan outlines that the lot will pass if four parts or fewer fall outside the allowable variance. The formula to calculate the correct sample size is beyond the scope of this course. However, Creative Research Systems has an online calculator and an explanation of statistical sampling that you might find useful. You can find them at http://www.surveysystem.com/sscalc.htm Inspecting only a part of the whole because studying the entire population would. Why?
Take too long Cost too much Be too destructive When we believe there are not many defects
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Inspection
Includes activities such as measuring, examining, and testing undertaken after work is completed to determine whether results conform to requirements or quality standards. Focuses in keeping errors out of the hands of the customer Inspections might occur after the final product is produced or at intervals during the development of the product to examine individual components. Acceptance decisions (pass/fail or go/no-go) are made when the work is inspected and the work is either accepted or rejected. When work is rejected, it might have to go back through the process for rework. Inspection is also known as reviews or peer reviews. During inspection, you measure two characteristics:
Variable: The characteristic you want to measure, e.g., size, shape, weight, length, etc. The result is rated on a continuous scale that measures the degree of conformity.
Attribute: Are specific characteristics for which a product is designed and tested (built); i.e., the measurement (cm, mm, m, Kg, etc.) that will tell if the sample is acceptable (the result either conforms or does not conform)
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Inspection vs. Prevention
Dont confuse inspection with prevention; theyre two different tools.
Inspection keeps errors in the product from reaching the customer.
Prevention keeps errors from occurring in the process.
It always costs less to prevent problems in the first place than it does to fix problems built into the product after the fact.
Rework, labor costs, material costs, and potential loss of customers are all factors to consider when weighing prevention costs versus the cost of rework. Philip Crosby developed the theory of Zero Defects, which deals with prevention costs. Loosely translated, Zero Defects means doing it right the first time.
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8.3 Perform Quality Control: Outputs

Quality control measurements-already discussed Validated changes: Changed items are re inspected to ensure that defects that have been corrected Validated deliverables: Validated deliverables are the result of the work of the project. This output assures that the deliverables meet the quality standards outlined in the quality management plan and they are ready for formalized acceptance (Verify Scope, 05 Project Scope Management)
Change requests
Change requests could recommend corrective and preventive actions. Remember that processes that are in control should not be adjusted. Processes out of control might require adjusting, but this should occur only as a result of a management decision.
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8.3 Perform Quality Control: Outputs

Organizational process asset updates (checklists, lessons learned)
Completed checklists become part of the projects documentation and are included as part of the organizational process asset updates. Lessons learned should include the causes of variances found during this process and why the corrective actions were recommended.
Project management plan updates as the result of the Project Quality Management processes, the plan must be updated accordingly.
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Perform Quality Assurance and Perform Quality Control
Improve Quality Quality Assurance Recommend Corrective Actions Request Changes Update Quality Standards Update Project Management Plan Integrated Change Control Do work following the new plan
Initial Project Planning
Quality Planning
Final Project Plan Approval
Do Work
Repeat Quality Assuran ce and Quality Control
Quality Control
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Question and Answers
Page 72

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PMGT- 401: Project Management Fundamentals

08 Project Quality Management

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

08 Project Quality Management: Definition

Plan Quality - Planning

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

08 Project Quality Management: Process Mapping

Monitoring & Controlling

8.1 Plan Quality

08 Project Quality Management: Overview

Perform Quality Assurance

Monitoring & Control

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

08 Project Quality Management: Overview

08 Project Quality Management

8.1 Plan Quality

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Inputs-Tools & Techniques-Outputs

Tools & Techniques

Enterprise environmental factors

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Definition

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Definition

Fitness for purpose

8.1 Plan Quality: Definition

2. Create additional project specific quality standards.

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Overview

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Overview

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Overview

Continuous improvement = Watch continuously for ways to improve quality.

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Overview

STANDARD DEVIATION (or sigma):

8.1 Plan Quality: Overview

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Overview

There are two Six Sigma methodologies:

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Inputs

Risk register (described in 11 Project Risk Management)

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Inputs

8.1 Plan Quality: Inputs

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Inputs

PMGT- 401: Project Management Fundamentals 08 Project Quality Management

2009 Bob Xourafas, P.Eng, PMP, Proprietary

8.1 Plan Quality: Inputs