1、Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-1Quality PlanningQuality AssuranceQuality ControlProcesses necessary to ensure that the project will satisfy customer requirementsChapter 7 Project Quality ManagementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-2Quality ManagementQuality PlanningP
2、lanningQualityControlControllingQualityAssuranceExecutingSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-3Quality Management Addresses both the management of the project and of the product of the project Improves project management as well as the quality of the product Delivery of both high quality
3、 and high grade of product Quality is planned in,not inspected in Investments in product quality improvement must often be borne by the performing organizationSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-4Philosophies Deming Leadership,long-term company position;continuous improvement;participat
4、ory;zero defects Japanese Similar to Deming Juran Decrease cost of quality Crosby Decrease cost of quality;authoritarian;zero defects Theory X Workers lazy,motivated by money Theory Y Workers good and trustworthySource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-5ISO 9000 ISO9000 ISO9001 Design/Develo
5、p/Produce/Install&Service ISO9002 Produce&Install ISO9003 Inspection&Testing Cost Prevention costs:Training,surveys,implementation of quality system Failure costs:Rework,rejects,scrap External Costs:Warranty,recall,handling complaints Note 85%of costs are responsibility of managementSource:pmbok gui
6、de 2000 2002 Robbins-Gioia,Inc.8-6Project Management&Quality Management Customer satisfaction Understanding,managing,and influencing needs so that customer expectations are met or exceeded Prevention over inspection The cost of avoiding mistakes is much less than the cost of correcting them Manageme
7、nt responsibility Success requires participation of all members of the team,but it is the responsibility of management to provide resources needed Processes within phases Plan/Do/Check/Act cycleSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-7Process ImprovementPlan for ImprovementDo on a small sca
8、leCheck the resultsAct by correctingProcessImprovementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-8Quality PlanningIdentifying the quality standards that are relevant to the project and determining how to meet themQuality is planned in NOT inspected inSource:pmbok guide 2000 2002 Robbins-Gioia,
9、Inc.8-9Quality PlanningInputsQuality policyScope statementProduct descriptionStandards®ulationsOther process outputsTools&TechniquesBenefit/cost analysisBenchmarkingFlowchartsDesign of experimentsCost of qualityOutputs Quality management plan Operational definitions Checklists Inputs to other pro
10、cessesSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-10Inputs Quality policy “Overall intentions and direction of an organization with regard to quality as formally expressed by top management”International Organization of Standards The quality policy of the organization can be adopted for use by
11、the project Stakeholders should be fully aware of itQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-11Inputs(cont.)Scope statement Documents the major product deliverables and objectives that serve to define important stakeholder requirements Product description Contains details of
12、technical issues and of other concerns that may affect quality planning Standards and regulations Specific standards or regulations that may affect the project Other process outputs Processes in other knowledge areas may produce outputs that should be considered part of quality planningQuality Plann
13、ingSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-12Tools&Techniques Benefit/cost analysis Cost and benefit tradeoffs of meeting quality requirements Benchmarking Comparing actual or planned project practices to other projects,in order to generate ideas for improvement and to provide a standard ag
14、ainst which to measure performance Design of experiments Statistical method that helps identify which factors might influence specific variables.Cost of quality The total cost of all efforts to achieve product/service quality,and includes all work to ensure conformance to requirements,as well as all
15、 work resulting from nonconformance to requirementsQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-13Tools&Techniques(cont.)Flow charting Cause-and-effect diagram Illustrates how causes and subcauses relate and create potential problems or effects Process flow chart Shows how variou
16、s elements interrelateQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-14Cause and Effect DiagramQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-15ExampleCause and Effect DiagramequipmentmaterialsQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-16Proc
17、ess Flow ChartQuality PlanningBills From ShipperVerifyOKPrepare PayAuthorizationPrepare Letter of DisputeYesNoSend toPaying OfficeSend to ShipperSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-17Outputs Quality management plan Describes how the PM team will implement quality policy.Addresses qualit
18、y control,quality assurance,and quality improvement for the project.Operational definitions(Metrics)Describes what something is and how it is measured by the quality control process Checklist Used to verify that a set of required steps has been performed Inputs to other processes Quality planning ma
19、y identify a need for further activity in another areaQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-18Quality AssurancePlanned and systematic activities implemented within the quality system in order to provide confidence that the project will satisfy the relevant quality standard
20、sSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-19Quality Assurance What Managerial audit function How Prepare and implement an organization QA program Tailor a practical program to meet requirements Why Quality improvement Increase effectiveness and efficiencySource:pmbok guide 2000 2002 Robbins-
21、Gioia,Inc.8-20Quality AssurancenInputsQuality management planResults of quality-control measurementsOperational definitionsTools&TechniquesQuality-planning tools and techniquesQuality auditsOutputs Quality improvementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-21Inputs Quality management plan R
22、esults of quality-control measurements Records of quality-control testing and measurement,presented in a format useful for comparison and analysis Operational definitionQuality AssuranceSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-22Tools&Techniques Quality-planning tools and techniques Benefit/
23、cost analysis Benchmarking Flowcharting Design of experiments Quality audits Structured review of QM activities in order to identify the lessons learned that can improve the performance of this project and of other projects within the organizationQuality AssuranceSource:pmbok guide 2000 2002 Robbins
24、-Gioia,Inc.8-23Outputs Quality improvement Taking action to increase the effectiveness and efficiency of the project and to provide added benefits to the project stakeholders Preparing change requests or taking corrective action in accord with procedures for overall change controlQuality AssuranceSo
25、urce:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-24Quality ControlMonitoring results to determine if they comply with relevant quality standards and identifying ways to eliminate problem causes Project results are deliverables and management results,such as cost and schedule performanceSource:pmbok gu
26、ide 2000 2002 Robbins-Gioia,Inc.8-25Quality ControlInputs Work results QMP Operational definition ChecklistsTools&Techniques Inspections Control charts Pareto diagrams Statistical sampling Flowcharting Trend analysisOutputs Quality improvement Acceptance decisions Rework Completed checklists Process
27、 adjustmentsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-26Inputs Work Results QMP Operational definition ChecklistsQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-27Tools&Techniques Flowcharting Inspection Measuring,examining,and testing to determine whether results conform with
28、 requirements Statistical sampling Choosing for inspection a part of a population of interest Acceptance sampling Evaluating a portion of a lot to determine acceptance or rejection of the entire lot Pluses:Good if:inspection costs high,destructive testing required,inspection procedures tediousMinuse
29、s:Not good if lots smallQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-28Control Charts Rule of Seven Run of seven points toward upper or lower control limit may indicate that process is out of control Assignable causes Variations may be caused by differences in machines,workers ove
30、rtime,etc.Identify the root cause.Quality ControlGraphic displays of the results,over time,of a process;used to assess whether the process is“in control”Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-29Pareto DiagramHistogram,ordered by frequency of occurrence,that shows how many results were gene
31、rated by type or category of identified causeQuality ControlParetos Law A relatively small number of causes will typically produce a large majority of the problems or defects(80/20 rule)Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-30Pareto DiagramNumber of DefectivesPercentage of DefectivesABCDE
32、0102030401007550250CumulativePercentageFrequency by CauseDefective ItemsQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-31Trend Analysis Technical performance How many errors or defects have been identified;how many remain uncorrected Cost and schedule performance How many activities
33、 per period were completed with significant variancesQuality ControlUsing mathematical techniques to forecast future outcomes based on historical resultsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-32Statistical Quality ControlPrevention Keeping errors out of the processInspection Keeping the er
34、rors out of the hands of the customerSpecial causes Unusual eventsRandom causes Normal process variationQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-33Statistical Quality ControlAttribute sampling The result conforms or it does notVariables sampling The result is rated on a contin
35、uous scale that measures the degree of conformityTolerances The result is acceptable if it falls with the range specified by the toleranceControl limits The process is in control if the result falls within the control limitsQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-34 Standard
36、deviation Square root of the varianceUsing Standard Deviation Mean()Average Variance Sum of squared differences between mean and each value,(x-)2,divided by number of samples less one or(9-1=8)Quality Control Upper control limit(UCL)Three standard deviationsSource:pmbok guide 2000 2002 Robbins-Gioia
37、,Inc.8-35StatisticsQuality Control0-1-2-3+1+2+3n2 standard deviations(+/-1)=68.26%n4 standard deviations(+/-2)=95.46%n6 standard deviations(+/-3)=99.73%Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-36Example of Standard DeviationItem Weight(x)(x-)214.90.0277825.00.0044435.10.0011145.20.0177855.30
38、.0544465.50.1877874.70.1344484.80.0711195.10.00111Total 45.60.50000Quality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-37Example of Standard Deviation Mean()=45.6/9=5.066;(rounded to 5.07)Variance Sum of squared differences between mean and each value,(x-)2,divided by number of samples l
39、ess one or(9-1=8);thus 0.5/8=0.0625Quality Control Standard deviation Square root of the variance;thus 0.0625=0.25 Upper control limit(UCL)=Three standard deviations;thus 3(0.25)+(or 5.07)=5.82.The lower control limit(LCL)equals 4.32 or 5.07-3(0.25).Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-3
40、8Outputs Quality improvement Acceptance decisions Items inspected will either be accepted or rejected.Rejected items may need rework Rework Action taken to bring a defective or non-conforming item into compliance with requirements or specifications Completed checklists Become part of projects records Process adjustments Immediate corrective or preventive action,in accordance with change control proceduresQuality Control
