1.8. project quality management1

8/10/2019 1.8. Project Quality Management1

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Buku PanduanProject Management Institute-USA


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8 Project Quality Management

PMI is abbreviation for Project Management Institute as well as trade andservice mark registered in the United States and other nations; PMBOK,is trademarks of the Project Management Institute. Inc.


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Section 3 :

Capter 8 : Project Quality Management

PMBOK PMI ed 2004

8.1 Quality Planning

8.2 Perform Quality Assurance

8.3 Perform Quality Control

PMBOK p. 179

PMBOK p. 183-187PMBOK p. 187-190

PMBOK p. 190-198


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PROJECT QUALITY MANAGEMENT

8.1 Quality Planning 1 Inputs

.1. Enterprise environmental factors

.2. Organizational process assets

.3. Project scope statement

.4. Project management plan2 Tools and Technniques.1. Cost benefit analysis.2. Benchmarking.3. Design of experiments

.4. Cost of quality (COQ).5. Additional quality planning tools3 Outputs.1. Quality management plan.2. Quality matrics.3. Quality checklists.4. Process improvement plan.5. Quality baseline.6. Project management plan (updates)

8.2 Perform Quality Assurance1 Inputs

.1. Quality management plan

.2. Quality matrics

.3. Process improvement plan

.4. Work performance information

.5. Approved change requests

.6. Quality control measurements

.7. Implemented change requests

.8. Implemented corrective actions

.9. Implemented defect repair10.Implemented preventive actions2 Tools and Technniques

.1. Quality planning tools and techniques

.2. Quality audits

.3. Process analysis

.4. Quality control tools and techniques3 Outputs

.1. Requested changes

.2. Recommended corrective actions

.3. Organizational process assets (updates)

.4. Project management plan (updates)

8.3 Perform Quality Control 1 Inputs.1. Quality management plan.2. Quality matrics.3. Quality checklists.4. Organizational process assets.5. Work performance information.6. Approved change requests.7. Deliverables 2 Tools and Technniques

.1. Cause and effect diagram.2. Control charts

.3. Flowcharting

.4. Histogram

.5. Pareto chart

.6. Run chart

.7. Scatter diagram

.8. Statistical sampling

.9. Inspection10. Defect repair review 3 Outputs.1. Quality control measurements.2. Validated defect repair

.3. Quality baseline (update).4. Recommended corrective actions

.5. Recommended preventive actions

.6. Requested changes

.7. Recommended defect repair

.8. Organizational process assets (upda tes)

.9. Validated deliverables10. Project management plan (updates)

(PMBOK Guide p. 182 )

Overview


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8. Project Quality Management

Project quality management processes include all theactivities of the performing organization that determinequality policies, objectives, and responsibilities so thatthe project will satisfy the needs for which it was

undertaken.


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OrganizationalProcess Assets

EnterpriseEnvironmental Factors

Gavernmental Standards,Rules & GuidelinesCommercial database

QualityPlanning

8.1(3.2.2.12)

Project Management Plan

Project Management Plan (updates)

Develop ProjectManagement Plan

4.3(3.2.2.1)

Quality Management PlanQuality MatricsQuality ChecklistsProcess Improvement planQuality Baseline

Approved Changes RequestsApproved Corrective ActionsApproved Preventive Actions

Scope Definition5.2

(3.2.2.3)

Aproved Change requests

Quality policies, Procedures,and Guidelines, lessons learnedKnowledge base

Close Project4.7

(3.2.5.1)

Project Scope Statement

Implemented Change RequestsImplemented Corrective ActionsImplemented Defect RepairImplemented Preventive ActionsWork performance Information

Organizationals Process Assets(Updates)

Requested ChangesRecommended Corrective ActionsProject Management Plan (updates)

Direct & ManageProject Execution

3.2(3.2.3.1) Deliverables

PerformQuality

Control 7.3(3.2.4.7)

Integrated ChangeControl

4.6 (3.2.4.2)

Quality Control Measurements

Quality Control measurementsQuality baseline (updates)Recommended Corective ActionsRecommended preventive ActionsRecommended Defact RepairProject Management Plan (updates)Validated Deliverables

Validated Defect RepairRequested Changes

Project Quality Management Process Flow Diagram

Perform Quality

Assurance8.2 (3.2.3.2)


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Goals of Quality Program

Fitness of useProduct Service produced must satisfy real needs

(If a product or service is capable of being used, it is assumed that it will providethe customer the economic satisfaction desired)

Customer satisfactionProduct / Service meets customers expectations and provides the belief that the

product or service has economic value.

Conformance to the requirementsThe project must produce what it said it would produce ( precisely what the

customer desire)

Fitness for PurposeThe Product or Service will meet its intended purpose in all respects and

provide the customer economic satisfaction.


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Quality Concepts

ZERO DEFECTS No Tolerance for errors within the system (six-sigma goal)

THE CUSTOMER IS THE NEXT PERSON IN THE PROSESSConformance to requirements & customer satisfaction

DO THE RIGHT THING RIGHT THE FIRST TIMEDo it once in complete & correct manner

CONTINOUS IMPROVEMENT PROCESSPlan Do Check Act

PROCESS CAPABILITYCapable of performing the required functions to achieve the desire outcome


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Quality Concepts

Sig SigmaSix Sigma is a quantitative statistical measurement meaning fewer thanfour defects per million apportunities. Performing at the Six Sigma levelmeans that products and processes satisfy the customer 99.99966% of thetimeSix Sigme include :

Measure of Quality

Process of continuous improvement : DMAIC (improve existing process and

product) and DFSS (New design process & product)Enabler for culture change.

6

LowerSpecification

Limit

UpperSpecification

Limit


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Quality Concepts

Balanced ScorecardAlignmeent of the program/initiative into strategy, including alignment of programsmeasurement4 perspective : financial. Customer, internal business process, learning & growth.

ISO 9000A framework of standard requirement that should be complied, and implemented

Close related to standard procedurJust in Time (Strategi stok material) yaitu sumberdaya yang diperlukan sudah harussiap pada saat diperlukan, namun untuk menghemat penggunaan dana , stok tidak perlyberlebihan, tetapi cukup menjamin tidak terganggunya proses produksi.

To decrease the amount of inventory, then decrease the investment and cost ofinventory;

Continues Improvement/KaizenQuality of process improves in small increments on a continuous basis.Total Quality Management

All level in all unit responsible to the quality of the productCompanies and imployee focus on finding ways to continuously improve thequality.


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Quality Concepts

Gold PlatingExtras services to customer (extra functionality, higher quality component, extrasow). It is not recommended because no value added, better spend the time tomonitor the project conform to requirement.

Marginal AnalysisOptimal qulity is reached at the point where the incremental revenue fromimprovement equal the increment cost to secure it.

Other TermsMutually exclusive

Two event cannot occur in single trialStatistical independence

The probability of one event occuring does not affect the probability of another eventoccuring

ProbabilityExpressed in percent

Normal distributionUsed to measure variations

Standard DeviationTo measure how far for the mean ((P O)/6


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Quality vs Grade

Quality is the degree to which a set of inherent characteristic fulfillrequirements

Grade is a category assigned to products or services having the same

functional use but different technical characteristics

LOW QUALITY is always problem, LOW GRADE is not necessary aproblem


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Cost of Quality

The total costs incurred by investment in preventing nonconformance torequirements, appraising the product or service for conformance torequirement (rework)

Failure cost are often categorized into internal and external. Failure costare also called cost of poor quality

There are three types of costs that are incurred; Prevention costs,appraisal costs, and failure costs

Prevention costAppraisal costInternal failure costExternal failure costMeasurement and test equipment


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Cost of Prevention & Defect

Cost of Prevention/ConformanceEducation & trainingInspection and testingImprove design for quality purposesQuality staffQuality audit

Cost of Defect/NonconformanceScrapReworkRepairReplacement

Loss of future businessLegal issuesRisk to life


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Cost of Quality Before and After QualityInitiative

% OFTURNOVER

.

rework

Savings

Inspection

prevention

Rework

preventionPrevention

Before After


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8.1 QUALITY PLANNING

Identifying which quality standards are relevant to the project anddetermining how to satisfy them

1. Interprise environmentalfactors

2. Organizational processassets

3. Project scope statement

4. Project Management Plan

1. Cost Benefit Analysis

2. Banchmarking

3. Design of Experiments

4. Cost of Quality (CoQ)

5. Additional Quality PlanningTools

1.Quality ManagementPlan

2. Quality Metrics

3. Quality Checklist

4. Process Improvementplan

5. Quality Baseline

6. Project ManagementPlan (updates)

INPUTS TOOLS & TECHNIQUES OUTPUTS


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8.1 QUALITY PLANNING INPUTS

Inputs

1. Interprise environmental factors2. Organizational process assets3. Project scope statement4. Project Management Plan

1. Interprise environmental factors (4.1.1.3 p. 83)Regulations, Rules, Standards, and Guidelinesspecific to the application area may affect the

project.

2. Organizational Process Assets (4.1.1.4 p. 84)

Organizational Quality policies, procedures andguidelines, historical database and Lessons learnedfrom previous projects specific to the applicationarea may affect the project.

3. Project Scope Statement (5.2.3.1 p 113) WBS iskey input to quality planning since it documentsmajor project deliverables, the project objective thatserve to define requirements (which were derivedfrom stakeholder needs, wants, and expectations),thresholds, and acceptance criteria.

4. Project Management

Plan (4.3 p.88)


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8.1 QUALITY PLANNING TOOLS & TECHNIQUES

1. Cost-Benefit Analysis (p.185) Less rework, higher productifity, lower costs, andincreased stakeholder satisfaction.Cost of meeting quality requirements is the expenseassociated with Project Quality Management activities

2. Benchmarking (p.185)Comparing actual or planned project practices to those ofother projects to generate ideas for improvement and to

provide a basis by which to measure performanc.

3. Design of Experiments (DOE) (p.185)is statistical method that helps identify which factors may

influence specific variables of a product or process underdevelopment or in production.

4. Cost of Quality (COQ) (p. 186)are the total costs incurred by investment in preventingnonconformance to requirements, appraising the product

or service for conform to requirements, and REWORK.

Tools & Techniques1. Cost Benefit Analysis2. Banchmarking3. Design of Experiments4. Cost of Quality (CoQ)5. Additional Quality Planning

Tools

5. Additional QualityPlanning Tools (p.186)Other quality planning toolsused to help better define thesituation and help planeffective quality management

activities: (brainstorming,affinity diagrams, force fieldanalysis, nominal grouptechniques, matrix diagrams,flowcharts, and prioritizationmatrices.


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8.1 QUALITY PLANNING OUTPUTS

1. Quality Management Plan (p.186) as Inputs to the avewrall project management plan and mustaddress quality control (QC), Quality assurance (QA), andcontinuous process improvement fot the project

QMP may be formal or informal, highly detaild or broadly framed, based on the requirements of the project.

2. Quality Metric (p.186)used in the QA and QC processes.Defect density, failure rate, availability, realibility and testcoverage.

3. Quality Cheklists (p.187)a structured tool, usually component-specific, used to verify that aset of required steps has been performed. (Do this) or (have

you done this?) 4. Process Improvement Plan (p. 187)

Process boundaries ( purpose, start-end, input-output,etc)Process configuration (Flowchart-analysis)Process metrics ( maintain control over status of process)Target for improved performance (guides process improv)

5. Quality Baseline (p.187)Basis for measuring and reportingquality performance as part of the

performance measurement baseline.

Outputs1.Quality Management Plan2. Quality Metrics3. Quality Checklist4. Process Improvement plan5. Quality Baseline6. Project Management Plan

(updates)

6. Project management Plan

(updates) (p.187) updatesthrough the inclusion of asubsidiary quality management

plan and process improvement plan (4.3 p.88) Requested changes(additions, modifications,deletions) review and dispositionthrough the Integrated ChangeControl process (4.6 p.96)


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Project Quality Plan (PQP)

SHOULD ADDRESS, BUT NOT LIMITTED TO:

PROJECT MANAGEMENT METHODSROLES & RESPONSIBILITIESDELIVERABLES & MILESTONESSTANDARDS FOR MONITORING & CONTROL PURPOSES

PROCESS REVIEWSMAJOR CHEKPOINTSINPECTION & ACCEPTANCE CRITERIA


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8.2 PERFORM QUALITY ASSURANCE

Applying the planned, systematic quality activities to ensure that theproject employs all processes needed to meet requirement

1.Quality Management Plan2.Quality Metrics3. Process Improvement Plan4. Work Performance

Information6. Approve Change Request7. Quality Control Measurement

8. Implemented ChangeRequest9. Implemented Defect Repair10. Implemented Preventive

Action

1.Quality Planning Tools andTechniquest

2. Quality Audits

3. Process Analysis

4. Quality Control Tools andTechniques

1.Requested Changes

2. RecommendedCorrective Action

3. Organizational ProcessAssets (updates)

4. Project ManagementPlan (updates)



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8.2 PERFORM QUALITY ASSURANCEINPUTS

1. Quality management Plan (p. 188)How QA will be performed within the project(8.1.3.1 p. 186)

2. Quality matrics (8.1.3.2 p. 186)

3. Process Improvement Plan (8.1.3.4 p. 187)

6. Quality Control measurements (8.3.3.1 p.197)are the results of quality control activities that are fed back tothe QA process for use in re-evaluating and analyzing thequality standards and processes of the performing

organization.

4. Work performanceInformation (4.4.3.7 p.94 )including technical performancemeasures, project deliverable status,required corrective actions, and

performance reports (10.3.3.1 p. 233)

5. Approved Change requests(4.4.1.4 p.92 ) include modificationsto work methods, product requirements,quality requirements, scope, andschedule. Need to be analyzed for anyaffects upon the quality management

plan, quality metrics, or quality

checklists. Can be used as audits, qualityreviews, and process analyses.

7. Implemented Change Requests (4.4.3.3 p. 93)

8. Implemented Corrective Actions (4.4.3.4 p. 93)

9. Implemented Defect Repair (4.4.3.6 p. 94)

10. Implemented Preventive Actions (4.4.3.5 p. 93)

Inputs

1.Quality Management Plan2.Quality Metrics3. Process Improvement Plan4. Work Performance Information6. Approve Change Request7. Quality Control Measurement8. Implemented Change Request9. Implemented Defect Repair10. Implemented Preventive Action


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8.2 PERFORM QUALITY ASSURANCETOOLS & TECHNIQUES

1. Quality Planning Tools and Techniques (8.1.2 p.185) can be used for QA activities

2. Quality Audit (p.189)independent review to determine whether project activitiescomply with organizational and project policies,

processes, and procedures.Objective: to identify inefficienct and ineffective policies,

processes, and procedures in use on the projectConfirm the implementation of approved change requests,corrective actions, defect repairs, and preventive actions.

3. Process Analysis (p.189)

Examines problem experienced, constraints experienced,and non-value added activities identified during processoperation.Include root cause analysis, a specific techniqueto analyze a problem/situation, create preventive action forsimilar problems.

4. Quality Control Tools and techniques (8.3.2 p.192)

Tools & Techniques

1.Quality Planning Tools andTechniquest2. Quality Audits3. Process Analysis4. Quality Control Tools and

Techniques


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8.2 PERFORM QUALITY ASSURANCE OUTPUTS

1. Requested ChangesQuality improvement include taking action to increase theeffectiveness and efficiency of the policies, processes, and

procedures of the performing organization, which should provideadded benefits to the stakeholders of all projects (4.4.3.2. p.93)

2. Recommended Corrective Actions Recommended immediately as a result of quality assuranceactivities, such as audits and process analyses

3. Organizational process Assets (updates)used during the Perform Quality Control process (8.3 p 190)

4. Project management Plan (updates)(4.3 p. 88) wiil be updated from changes to the qualitymanagement plan that result from changes to the Perform QualityAssurance process.

Outputs1.Requested Changes2. Recommended Corrective

Actions3. Organizational Process Assets

(updates)4. Project Management Plan

(updates)


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8.3 PERFORM QUALITY CONTROLMonitoring specific project results to determine wheter they comply with

relevant quality standards and identifying ways to eliminate causes ofunsatisfactory performance

1.Quality Management Plan2.Quality Metrics3. Quality Checklists4. Organizational Process

Assets5. Work Performance

Information6. Approved Change Requests7. Deliverables

1.Cause and Effect Diagram2.Control Chart3. Flowcharting4. Histogram5. Pareto Chart6. Run Chart7. Scatter Diagram8. Statistical Sampling9. Inspection10. Deffect Repair Review

1. Quality Controlmeasurement

2.Validated Deffect Repair3. Quality Baseline

(updates)4. Recommended

Corrective Actions5. Recommended

Preventive Actions6. Requested Changes7. Recommended Deffect

Repair8. Organizational ProcessAssets (updates)

9. Validated Deliverables10. Project Management

Plan (updates)



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8.2 PERFORM QUALITY CONTROLINPUTS

1. Quality management Plan (p. 188)How QA will be performed within the project(8.1.3.1 p. 186)

2. Quality matrics (8.1.3.2 p. 186)

3. Quality Checklists (8.1.3.3 p.187)

5. Work Performance Information (4.4.3.7) .Including technical performance measures, projectdeliverables completion status, inputs to QC

4. Organizationals Process Assets(4.1.1.4 )

6. Approved Change Requests (4.4.1.4) includemodifications such as revised work methods and schedule.

7. Deliverables (4.4.3.1)

1. Quality Management Plan

2. Quality Metrics3. Quality Checklists4. Organizational Process Assets5. Work Performance Information6. Approved Change Requests7. Deliverables


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8.2 PERFORM QUALITY CONTROLTOOLS & TECHNIQUES

1. Cause and Effect Diagram

2. Control Charts

3. Flowcharting

4. Histogram

5. Pareto Chart

6. Run Chart

7. Scatter Diagram

8. Statistical Sampling

9. Inspection

10. Defect Repair Review

Tools & Techniques 1.Cause and Effect Diagram2.Control Chart3. Flowcharting4. Histogram5. Pareto Chart6. Run Chart7. Scatter Diagram

8. Statistical Sampling9. Inspection10. Deffect Repair Review


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Quality Team for a Project

Quality team in project included; senior management,project manager, project staff, client, vendor and supplier,subcontractor and regulatory authorities

CLIENT

.

SENIORMANAGEMENT

REGULATORYAUTHORITIES

VENDOR/SUPPLIER

PROJECT STAFF SUBCONTRACTOR

PROJECTMANAGER


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Statistical Quality Control

Method used to measure variability in a product forevaluation and corrective actions.When the product exceeds the bounds of acceptabilitybase on statistical inference the product can be rejectedwith reasonable assurance that it does not meetrequirements.


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Major systems are used in statisticalquality control

Process control chartAcceptance sampling


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Ishikawa Diagram (Cause and Effect analysis)

TIME MACHINE METHOD MATERIAL

ENERGY MEASUREMENT PERSONNEL ENVIRONMENT

MACHINE METHOD MATERIAL

ENERGYMEASUREMENT PERSONNEL ENVIRONMENT

TIME

CORRECTIVEACTION

USE :

Solution AnalysisMethod

MAJORDEFECT

USE : Random Method Systematic Method

Process Analysis Method

POTENTIAL CAUSE EFFECT

Always ask : Who? What? Where? When? Why? How?


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Sample of Ishikawa Diagram (Cause and Effect analysis)

Machinery Material

People Method

Phone NotAnswered

Zero out not established

Re-direct issues

Suport Staff has Audix

BusinessCall

Talking onother line

Personalcall

Call comes

before/afterhours

LAN Directory

not UpdatedDirectory

Wrongextensionin book

At lunch

Away fromdesk

At meeting

Audix Exists

Audix

Line busy

Reason Phone Not Answered


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Control Chart

UCL

LCL

=X

99.73%95.46%68.26% _

X


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Control Chart (in control)

UCL

LCL

_

X


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Control Chart (out of control)

UCL

LCL

_

X


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Control Chart (Hugging Control Limit)

UCL

LCL

_

X


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Control Chart (Cycle)

UCL

LCL

_

X


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Control Chart (Trend)

UCL

LCL

_

X


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What happen when we increasethe number of samples in the SPC

(Statistical Process Control)

The Upper Control Limit and Lower ControlLimit bands will be narrow


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Process Flowchart

ProjectRequest

Compliancecopy

DevelopArtwork

Artwork

ApprovedVendors

makeProofsArtwork outfor proofs

Change controlfor specs

Approved ProofBack to vendor

Specs signed(package & QA

OrderMaterialQA review/

Approval

PackageDevelopment

review/approval

Yes Yes

Yes

No

No

No


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Pareto Diagram (Chart) Histogram

30

40

20

10

0

100%

75%

50%

25%

0

Car Problems

N u m

b e r o f

D e f e c

t i v e

C a s e s

P e r c e n t a g e o f

D e f e c

t i v e

C a s e s

I m p r o p e r

R o t a t

i o n

N o i s e

W o b

b l e

P r e s s u r e

A x l e

C a u l

k i n g

C a s e

W o b

b l e s

O t h e r

Kumulative percentage

Pareto Chart : concept of 80/20 rule : 80% of cost of defects is caused by 20 % of the problems.

Concertrated on the problem s where the most benefit will result (in limited effort consideration)


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Control Chart (Run)

UCL

LCL

_

X


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Scatter Diagram

SCATTER DIAGRAM (Low to Moderate Negative)

SCATTER DIAGRAM (Highly Negative)

Diagram yang menunjukkan plot data antara dua variabel yang salingberhubungan. Sumbu X : variabel untuk membuat ramalan; Sumbu Y :variabel untuk diramalkan.


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Scatter Diagram

SCATTER DIAGRAM (Highly positive)

SCATTER DIAGRAM (Zero Correlation)


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Rule of Seven

is a rule of thumb or heuristic (7 contoh ambil 1 rusak 6)

Non randdom data points grouped together in series

that total seven on one side of the mine

although the data points are inside of control limit, but it

categorize out of control and should investigated


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Acceptance Sampling

To determine whether or not the lot conform tothe specification or standards necessary to supportthe overall project requirements.

Because 100 percent inspection is timeconsuming and expensive and stiil may notguarantee zero defects.

Factors must be determined prior to performing

acceptance sampling; Sample size

Limits of defects that will cause rejection


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Quality Responsibility

Decision as to the type and amount of work to be accomplished inany project organization is the responsibility of management,while performing it is the responsibility of the team member.

The primary responsibility for quality rest with the management in acompany.


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8.2 PERFORM QUALITY CONTROL OUTPUTS

1. Quality Control Measurements

represent the results of QC activities that are feed back to QA (8.2)to reevaluate and analyze the quality standards and processes of the performing organization.

2. Validated Defect repair Reinspected and will be either accepted or rejected beforenotivication of the decision is provided (4.4) Rejected items may

be require further defect repair.

3. Quality Baseline (updates) (8.1.3.5)

4. Recommended Corrective Actions(4.5.3.1) action taken as a result of a QC measurement thatindicates that the manufacturing or development process exceeds

established parameters.

5. Recommended Preventive Actions(4.5.3.2) action taken to forestall a condition that may exceedestablished parameters in manufacturing or development process,which may have been indicated through a QC measurement.

1. Quality Control measurement

2.Validated Deffect Repair3. Quality Baseline (updates)4. Recommended Corrective

Actions5. Recommended Preventive

Actions6. Requested Changes7. Recommended Deffect Repair

8. Organizational Process Assets(updates)

9. Validated Deliverables10. Project Management Plan

(updates)


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8.2 PERFORM QUALITY CONTROL OUTPUTS

6. Requested Changes

if the recommended corrective or preventive actions require achange to the project, a change request (4.4.3.2) should be initiatedin accordance with the define Integrated Change Control process.

7. Recommended defect reapair Defect is where a component does not meet its requirements orspecifications, and needs to be repaired or replaced.

8. Organization Process Assets (updates)Completed cheklists. (4.1.1.4)Lessons Learned Documentation (causes of variances, should bedocumented so that they become part of the historical database for

both this project and the performaing organization.(4.1.1.4)

9. Validated Deliverablesa goal of quality control is to determine the correcness ofdeliverables. The results of the execution quality control processesare validfated deliverables

10. Project Management Plan (updates)updated to reflect changes to the quality management plan that

result from changes in performing the QC process. (4.6)

1. Quality Control measurement

2.Validated Deffect Repair3. Quality Baseline (updates)4. Recommended Corrective

Actions5. Recommended Preventive

Actions6. Requested Changes7. Recommended Deffect Repair

8. Organizational Process Assets(updates)

9. Validated Deliverables10. Project Management Plan

(updates)


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Area of Feasible solutions for Quality Work

JOB PERFORMANCE TEAM MEMBER

WORK TO BEACCOMPLISHED(MANAGERSDECISION)

WRONG RIGHT

Right-Wrong Right-Right

Wrong-Wrong Wrong-RightWRONG

RIGHT


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Thank you

PROJECT QUALITY MANAGEMENT

1.8. project quality management1

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