1 tenstep project management process ™ pm00.9 pm00.9 project management preparation for success *...

1TenStep Project Management Process™

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PM00.9PM00.9Project Management Preparation for Success Project Management Preparation for Success

* Manage Quality ** Manage Quality *


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Manage QualityManage Quality

Quality is ultimately defined by the customer and represents how close the project and deliverables come to meeting the customer's requirements and expectations.

Quality is in the eyes of the beholder (customer)

Quality does not mean the best or zero defects – just meet customer’s expectations


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The Cost of Quality

A Hewlett-Packard executive once noted, “If you catch a two cent resistor before you use it and throw it away, you lose two cents. If you don’t find it until it has been soldered into a computer component, it may cost $10 to repair the part. If you don’t catch the component until it is in the computer . . . the expense may exceed the manufacturing cost.”

Value Statement: An effective quality management program leads to user satisfaction, enhanced reputation, and most notably, a decrease in the cost of producing the product.

The Case for QualityThe Case for Quality

External Failure Cost

Internal Failure Cost

Inspection Cost

Prevention Cost

Effective Quality Management


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Understand the expectations of the customer in terms of quality and then put a proactive plan and process in place to meet those expectations


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Group ExerciseGroup Exercise

What does quality really mean? List your ideas:• Characteristics• Aspects• Indications


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The Characteristics of QualityThe Characteristics of Quality

• Quality of the deliverables produced

• Quality of the service provided

Q


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Product QualityProduct Quality• Reliable• Ease of use• Easy to maintain when completed• Available when needed• Flexible for future needs• Good value for dollars spent• Intuitive / easy to understand• Secure• Well documented• Minimally defective (Doesn't have to be perfect)• Responsive (Good response time.)• A match to customer needs


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Service QualityService Quality• Responsive • Competent• Accessible • Courteous• Good communication• Credible• Knowledgeable of the product• Knowledgeable of the customer• Reliable


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Quality Planning

Activities completed during the planning phase to determine the quality standards for the project, including correctness and completeness criteria for project management and project deliverables, and relevant company standards and guidelines

Quality Assurance

A periodic review completed after each major phase of a project that evaluates the overall performance of the project. Quality Assurance activities focus on the processes being used to manage and deliver the solution, and can be performed by an IS Manager, business client or a third-party reviewer. Usually occurs after the completion of a major phase of the project (I.e.analysis and Design).

Quality ControlActivities to verify that project management and project deliverables meet the quality standards established by the project. Provides a method for improving project performance. Quality Control is conducted continually throughout a project.

SupportPlanning Analysis Construct / Test

ImplementDesign

QP

QA

QC



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• Quality Planning

• Quality Control– The activities to create project deliverables

• Quality Assurance– The process used to create the deliverables


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Quality Control TechniquesQuality Control Techniques

• Deliverable reviews

• Checklists

– Deliverables are consistent

– Deliverables contain all the necessary information

• Peer reviews / technical reviews / code reviews


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Quality Control TechniquesQuality Control Techniques• Testing

– Unit

– Integration

– System

– Acceptance

• Standards to ensure consistency

• Structured methods and techniques (i.e. programming)


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QC Example - Deliverable ReviewQC Example - Deliverable Review1. Determine the appropriate participants.

2. (Optional) Define interim completeness and correctness criteria

3. Send out the review material prior to the meeting.

4. Conduct the review

5. Conclude the review. • Pass

• More work needed

6. Communicate the results of the review.


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Quality Assurance TechniquesQuality Assurance Techniques• Review or audits (process related)• Standard, predefined processes• Checklists to ensure standard process was followed


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Team Exercise – Manage QualityTeam Exercise – Manage Quality

The case study project has been in-progress for three months. You have been asked to perform a quality audit.

• What questions will you ask?• What things will you look for to ensure the project is

on-track?


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The Quality Value EquationThe Quality Value Equation

1. There is value received for building in quality

2. There is a cost for building in quality

3. There is a cost (sometimes hidden) for poor-quality

4. The value received from high-quality must be greater than the cost of quality + the cost of poor-quality

Value of quality > (cost of quality + cost of poor quality)


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The Quality Value EquationThe Quality Value Equation

If the value of quality is less than the costs• You are building too high a level of quality• You are building quality higher than customer

expectations• You need to reduce cost of quality and the cost of poor

quality• You may not be able to effectively compete


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The Benefits of QualityThe Benefits of Quality• Higher sales• Price premium• Repeat business / customer loyalty• Increased customer satisfaction• Higher productivity• Lower costs / shorter duration• Higher team morale• Fewer errors / defects


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The Cost of QualityThe Cost of Quality• Deliverable reviews• Creation of the Quality Plan• Customer approvals• Testing• Quality control standards• Quality Control and Quality Assurance Groups • Gathering metrics


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The Cost of Poor QualityThe Cost of Poor Quality• Warranty work• Customer dissatisfaction• Repairs / maintenance• Help desk / support staff• Poor morale• Lost business• Lost jobs


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Cost of Poor QualityCost of Poor Quality

Rework• Can be result of not having rigorous enough quality

processes in place• Strive to eliminate rework by continually improving

processes• Find rework as early as

possible• Not the same as a scope change


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There’s One Little ProblemThere’s One Little ProblemValue of quality > (cost of quality + cost of poor

quality)

• Many benefits and costs do not show up during the life of the project

• Hard to implement rigorous quality management on individual projects

• Need organizational implementation– Focus on environment– Focus on long term costs and benefits


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Quality Organizational TraitsQuality Organizational Traits

• Quality is an integral part of the organization, not an afterthought

• Stress prevention over inspection

• Regularly assess the causes of successes and failures

• Use accumulated wisdom to improve and institutionalize best practices


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• Quality management is not treated as an event

– Ongoing process

– Mindset

• Understand a consistently high quality product cannot be produced by a faulty process



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• Focus on processes, not people

• Make quality everyone's responsibility


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Can’t manage quality without capturing metrics• Define metrics• Capture the metrics. • Analyze to determine how

processes can be improved

Measuring QualityMeasuring Quality


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• Some parts subjective – ask the customer

• Try to make as objective as possible– Define the aspects of quality– Measure as much as you can


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Focus on customer expectations

Define process

Measure quality

Update process

Measure quality

Update process



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The Last Word - GoldplatingThe Last Word - Goldplating• Delivering more than the customer requested• Implication is that the customer requirements could

have been met quicker and for less cost

• Customer asked for

• You delivered

• Not a good thing


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1. Develop a Quality Plan • Major deliverables

• Completeness and correctness criteria

• Quality control activities

• Quality assurance activities

2. Move QA and QC activities to the workplan

3. Execute QA and QC activities


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Manage Quality - DeliverablesManage Quality - Deliverables

• Quality Plan

• QA Checklists

• QC Checklists

• Completeness and Correctness Criteria


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Case Study #11 – Quality ManagementCase Study #11 – Quality Management• Review the initial quality requirements

• Brainstorm manual and automated processes that will help achieve the quality requirements

– From project team and the user’s perspective

– Single instance and ongoing activities

• Validate that cost of the activity seems reasonable

• Report back to the group


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Manage the ProjectManage the Project

Manage workplan

Manage issues

Manage scope

Manage communication

Manage risk

Manage documentation

Manage quality

• Manage metrics


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Learning ObjectivesLearning Objectives

By the end of class, each participant should be able to:Understand the value of project management processesReview the various aspects of defining a projectBuild and maintain an appropriate project workplan Identify and manage issues, scope and communication Identify and manage project risksDetermine methods to manage project documentation Identify and manage to the appropriate level of quality• Identify metrics to improve processes and declare success


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Questions??Questions??

1 tenstep project management process ™ pm00.9 pm00.9 project management preparation for success *...

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