© 2008 prentice hall8-1 introduction to project management chapter 8 managing project quality...

© 2008 Prentice Hall 8-1

Introduction to Project Management

Chapter 8Managing Project Quality

Information Systems Project Management: A Process and Team Approach, 1e Fuller/Valacich/George


Quality

• According to PMBOK, project quality is defined as “the degree to which a set of inherent characteristics fulfill requirements.”


Importance of Quality

• Determined by industry or tolerance for error

• Critical: health or safety related


The failure stopped all UK flights for 20 minutes

• Wednesday, 27 March, 2002, 23:37 GMT


Flights halted by computer glitch

• Thousands of travellers have been stranded in UK airports after a major air traffic control computer system crashed. Hundreds of flights were cancelled or delayed after the computers which provide flight schedule information for air traffic controllers broke down in the middle of Wednesday afternoon.

• All UK flights were stopped for 20 minutes, while those in London and the South-East were affected for much longer.

• By Wednesday evening, although the computers were back up and running, flights leaving the region and those inbound from Europe were still operating at half the normal rate.

• Richard Wright, a spokesman for National Air Traffic Services (Nats) said the region would not be fully back up until Thursday morning.

• 'No safety issues' • He explained that the glitch meant all the routes and schedules information normally produced by the computer -

called flight strip - had to be prepared by hand. • Mr Wright said the issue was one of speed only, and there were no safety implications. • "There was no loss of radio communication between the pilots and the controllers and no loss of information on

the radar screens." • Mr Wright said the failure happened to a system based at West Drayton, near Heathrow in west London. • He said it was not connected with the computers at the new Swanwick air traffic control centre in Hampshire,

which was dogged with computer problems before it opened six years late in January. • A very similar incident occurred two years ago, delaying soccer legend Sir Bobby Charlton on his way to see

England's crucial Euro 2000 match in Belgium. • Nats was privatised last summer, but ran into financial difficulties after the 11 September attacks on the US, which

caused a slump in trans-Atlantic traffic from which it makes about 44% of its income. • Transport Secretary Stephen Byers confirmed last week that the service would be bailed out with £30m of public

money and a £30m bank loan.


New baggage problems at T5 05.04.08

Plans for Heathrow Terminal 5 to operate its first full schedule of flights have been hit by a new problems with the baggage system. Airport operator BAA's computer system, which sorts bags before they are loaded onto flights, malfunctioned and manual sorting had to be carried out. This saw BA cancel 12 short haul return flights (a total of 24 flights) at Terminal 5 today.

A spokeswoman for the airline described the problems today as ‘incredibly disappointing’ but said the airline was working with BAA to resolve the situation as quickly as possible. BAA said the problem was entirely its responsibility.

A spokeswoman for BAA said: ‘We apologise to BA and all of the passengers who have been affected. Our specialist staff are working hard to resolve the problem and keep disruption to a minimum. We know what the problem is. We have a potential solution and we are having to carefully consider how and when we apply this to avoid further problems. Engineers will work through the night to rectify the identified problem and to provide BA with a fully-operational baggage system.’

BA had hoped to operate a full schedule on Saturday for the first time since the problems which hit the terminal's opening day just over a week ago.

http://www.uk-airport-news.info/heathrow-airport-news-050408c.htm

http://www.heathrowairport.com/

http://www.uk-airport-news.info/heathrow-airport-news-050408c.htm


Quality Within Project Management

• Required in all stages

– Initiation and closure

• Goals and level of achievement (lessons learned)

– Planning

• Determine ways to control quality

– Execution and control

• Feedback mechanisms to monitor and adjust


Quality

• Can Be Applied To:

– The project team

• Sets performance expectations

– Processes

• Identifies ways to control quality

– Success level

• Allows team to determine the level of quality attainment


Pioneers in Quality Management

• Deming

– 14 points of quality

• Juran

– Pareto Principle (80/20 rule)

• Crosby

– 4 absolutes of quality management

• Ishikawa

– Cause and effect diagram (Fishbone diagram)


Crosby: Four Absolutes of Quality Management


Balanced Scorecard

• Developed by Kaplan & Norton

• 4 views of organizational activity

– Learning and Growth

– Business Process

– Customer

– Financial


Quality Standards• ISO9000

– Quality management focus• Customer quality requirements

• Regulatory requirements

• Enhance customer satisfaction

• Continual improvement

– www.iso.org

• Six Sigma – To achieve Six Sigma, a process must not produce

more than 3.4 defects per million opportunities

– Champion, Master Black Belt, Black Belt, Green Belt proficiency designations

http://www.iso.org/


Certificates/Awards• Baldridge National Quality Program

– Designed to encourage organizations increase their competitiveness by focusing on:

• Delivering ever improving value to customers

• Improving overall organizational performance

– http://www.quality.nist.gov/

• Total Quality Management (TQM)

– A description of the culture, attitude, and organization of a company that strives to provide customers with products and services that satisfy their needs

– Emphasizes processes being done right the first time and defects and waste eradicated from operations

http://www.quality.nist.gov/


IS/IT Quality

• Where do you focus?

• How do you measure?

• What is the return on investment?


Quality Planning

• Quality planning

– The process of identifying relevant quality standards and developing a plan to ensure the project meets those standards


PMBOK Project Quality Management Inputs, Tools,

and Outputs


PMBOK Required Inputs, Tools and Techniques

Used, and Resulting Outputs During Quality Planning


Quality Planning – Inputs

• Enterprise factors

– Government regulations

– Standards or rules specific to organization’s product or service

• Organizational process assets

– Quality policies/procedures/guidelines

– Lessons learned

• Project scope statement

• Project management plan


Quality Planning – Techniques• Cost/benefit analysis

– An evaluation of the costs and benefits of alternative approaches to a proposed activity to determine the best alternative

• Benchmarking

– Study of a competitor’s product or business practices in order to improve the performance of one’s own company

• Capability Maturity Model (CMM)

– Used to determine an organization’s capability with respect to best practices within a specific industry


Capability Maturity Model

Quality Planning – Techniques (cont.)



• Design of experiments

– Application of selected statistical techniques to test the efficiency of certain project management approaches by testing factors that may influence a specific variable

– http://www.isixsigma.com/library/content/c030106a.asp

http://www.isixsigma.com/library/content/c030106a.asp

http://www.isixsigma.com/library/content/c030106a.asp


• Cost of quality analysis (COQ)

– Cost to improve or ensure quality measures, as well as the cost associated with a lack of quality

– http://www.isixsigma.com/dictionary/Cost_Of_Quality-497.htm


http://www.isixsigma.com/dictionary/Cost_Of_Quality-497.htm

http://www.isixsigma.com/dictionary/Cost_Of_Quality-497.htm


Types of Quality Costs

Types of Cost Examples

Cost of conformance

Prevention costs Costs of training staff in design methodologies

Appraisal costs Code inspection and testing

Cost of non-conformance

Internal failure costs Costs of rework in programming

External failure costs Costs of support and maintenance


Reducing Software Quality Costs

• Avoiding any failure costs by driving defects to zero

• Investing in prevention activities to improve quality

• Reducing appraisal costs as quality improves

• Continuously evaluating and altering preventive efforts for more improvement


Quality Planning – Outputs

• Quality management plan

– A plan specifying how quality measures will be implemented during a project

• Quality metrics

– Operational definitions of specific, processes, events, or products, as well as an explanation of how they will be measured in terms of quality

• Quality checklists

– Tools used to ensure that a specific set of actions has been correctly performed


Quality Planning – Outputs (cont.)

• Process improvement plan

– A plan specifying how to identify wasteful and non-value added activities

• Quality baseline

– The basis for which project quality is measured and reported

• Updates to project management plan

– Incorporation of quality management plan outputs into project management plan


Quality Assurance

• The process of ensuring that the project meets the quality standards outlined during the quality planning phase



Used, and Resulting Outputs During Quality Assurance


Quality Assurance – Inputs


• Quality metrics

• Process improvement plans

• Work performance information

• Approved change requests

• Quality control measures

• Implemented – change requests

– corrective actions

– defect repairs

– preventive actions


Quality Assurance – Tools & Techniques

• Quality planning tools and techniques can be applied

• Quality audits

– Structured and independent review activities designed to review other quality management procedures and to identify potential lessons learned

• Process analysis

– Examines how a process is performed


Quality Assurance – Outputs

• Requested changes

• Recommended corrective actions

• Updates to organizational process assets

• Updates to the project management plan


Quality Control

• The monitoring of project activities in order to determine if specified quality standards are being met



Used, and Resulting Outputs During Quality

Control


Quality Control – Inputs


• Quality metrics

• Quality checklists

• Organizational process assets

• Work performance information

• Approved change requests

• Deliverables


Work Performance Information

• Status summaries of:– Project deliverables

– Any collected performance measures

– Implemented changes from the original project management plan


Quality Control – Tools & Techniques

• Cause and effect diagrams (Ishikawa)

• Control charts

• Pareto charts

• Flowcharts

• Histogram

• Run chart

• Scatter diagram

• Statistical sampling

• Inspection review

• Defect repair review


Ishikawa (fishbone) Diagram Sample


Control Chart Sample


Pareto Chart


Quality Control – Outputs

• Quality control measurements

• Validated defect repair

• Updates to the quality baseline

• Recommended correction actions

• Recommended preventative actions

• Requested changes

• Recommended defect repair

• Updates to organizational process assets

• Validated deliverables

• Updates to project management plan


Questions?

© 2008 prentice hall8-1 introduction to project management chapter 8 managing project quality...

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uk flights

schedule of flights

hundreds of flights

computer problems

air traffic controllers

new problems

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