qpln7 quality control and monitoring

QPLN7 Quality control and monitoring

Leading partner UNIVERSITY OF MACEDONIA – UOM

Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Introducing QPLN7

Monday, 27th AugustLefkothea Kartasidou &

Ioannis Agaliotis

Support and Inclusion of students with disabilities at higher education institutions

in Montenegro – SINC@HE

Introduction

• Project quality management includes the process required to ensure that the project satisfies the needs for which it is undertaken.

• PQM includes all the activities of the overall management function that determine the quality policy, objectives, and responsibilities and implement them within the quality system.

QUALIT PLANNING QUALITY ASSURANC E QUALITY CONTROL

PROJECT QUALITY M ANAGEM ENT

1- INPUTS

-Quality policy

-Scope statement

-Product description

-Standards and regulations

-Other process outputs

2- TOOLS AND TECH.

-benefit/ cost analysis

-Benchmarking

-Flowcharting

-Design of experiments

3- OUTPUTS

-Quality management plan

-Operational definitions

-checklists

-Inputs to other processes

1- INPUTS

-Quality management plan

-result of quality control measurements


2- TOOLS AND TECH.

-Quality planning tools and techniques

-Quality audits

3- OUTPUTS

-Quality improvement

1- INPUTS

-work results

-quality management plan


-checklists

2- TOOLS AND TECH.

-inspection

-Control charts

-Pareto diagrams

-Statistical sampling

-flowcharting

-Trend analysis

3- OUTPUTS

-Quality improvement

-Acceptance decisions

-rework

-Completed checklist

-Process adjustment

Activities for Quality Control

• Acceptance decisionsAcceptance decisions: decisions as to whether the products or services are accepted or rejected

• ReworkRework: actions taken to correct rejected products or services

• Process adjustmentsProcess adjustments: Action taken to correct or prevent future quality problems



Common understanding

Quality management should complement modern project management as they both recognize the importance of :

1- Customer satisfaction2- Prevention over inspection 3- Management responsibility 4- Processes within phases (plan – do –check – act cycle)

Monitoring

• Preventative monitoring focuses on the review of the objectives, priorities, methodology, activities planned

• Advisory monitoring focuses on advice / suggestion to accompany the project implementation and solve issues

• Control monitoring focuses on assessment of the results / impact/ sustainability/ visibility


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Monitoring and Evaluation

Strengthens accountability and transparency

Provides information for effective management

Helps determine what works well and what requires improvement

Builds knowledge

WHY DO WE HAVE TO DO THIS?WHY DO WE HAVE TO DO THIS?

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Monitoring: Examine the degree of project progress and to modify the project contents as necessary

Evaluation: Review the project with the 5 criteria at the near completion of the project or several years later. Recommendation and lessons learnt would be made for improving the quality of the future projects or other on-going projects

Monitoring and Evaluation ? What is the difference?

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1. Efficiency 2. Effectiveness3. Impact 4. Relevance5. Sustainability


5 Main Criteria for Evaluation

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Efficiency: The productivity in project implementation. The degree to which Inputs have been converted into Outputs.

Effectiveness: The degree to which the Project Purpose has been achieved by the project Outputs.

Impact: Positive and negative changes produced, directly or indirectly, as a result of the Implementation of the project.

Relevance: The validity of the Overall Goal and Project Purpose at the evaluation stage.

Sustainability: The durability of the benefits an and development effects produced by the project after its completion.


METHODOLOGY• To Do List for all WPs• Problem Analysis• Objective Analysis• Project Design Matrix• Total Quality Management for Internal QMC• SWOT Analysis• Suggestion: Development of special questionnaire

for internal quality monitoring and controlSupport and Inclusion of students with

disabilities at higher education institutions in Montenegro – SINC@HE

TO DO LIST FOR ALL WPS





Working visit 1.1 (UOM)1 Master Student & 1 Ph D student with visual impairment

Working visit 2.1 (UNIMC)

Mr. Daniele Regolo with hearing impairment, graduated at University of Macerata getting a degree in Political Science. He works in his own society “Jobdisabili.it” developed to promote the access to the workworld for people with disabilities.

Involvement of individuals with disabilities

Quality measurements

Non consortium partners involved – Aristoteles University of Thessaloniki – AUTH, Social Policy

Committee, Greece – Association of Visual Impairment Research - AVIR, Greece – University of Athens- UOA, Accessibility Unit, Greece – Institute of Education, University of London, London, UK – School of Oriental and African Studies, University of

London, UK – Student Disability Services University College London,

London, UK – Mr. Daniele Regolo with hearing impairment, works in his

own society “Jobdisabili.it” developed to promote the access to the work world for people with disabilities.



Quality measurements

Workshop I- Internal QPLN7

Monday, 27th AugustLefkothea Kartasidou &

Elsa Pavlidou



PROBLEM ANALYSIS



http://www.google.gr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CEsQFjAA&url=http%3A%2F%2Fmiyaichi.up.seesaa.net%2Fimage%2FSession20Presentaion20%28PCM%2920final.ppt&ei=Gq0wUMyYFI-XhQem0ICQCQ&usg=AFQjCNHK1TOd-b9ldczw7gY3PmIvKPgTSw

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Problems Analysis visually represents the causes and effects of existing problems in the project area, in the form of a Problem Tree. It clarifies the relationships among the identified problems.

Problem Analysis

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Relationships of Problems? Problem Analysis

Simply connect causes and effects by directly “Because”

I am not motivated to work

I am not sure what to do in this work

My salary is low I get poor respect from the boss

I am lack of expertise/skills

I am lack of training

My company is not getting profit

My post is not high yet

My poor communication to boss

We have different ways to think

CAUSE

EFFECT

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Let us see the cause and effect relations by making a Problem Tree!!

Problem Analysis

Child is ill

Some home problems

Lack of nutritious food

Lack of medical facilities

Lack of clean water and sanitation

Parents do not have income

Water facilitations was destroyed

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Problem Tree

CAUSE

EFFECT

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Steps in Undertaking Problem Tree

1. Identify problems that the project will address. State problems in negative manner.

2. Group problems by similarity of concerns.3. Develop the problem tree:

a) Select a Core/Focal problem from the list and relate other problems to the core/focal problem.

b) If the problem is a cause of the core problem the tree is placed below the core problem

c) If the problem is an effect of the core problem is goes above

Problem Analysis

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Rules for Writing Problems

1. Write in a Sentence. (Make Clear “Subject and Object”)

2. Avoid “No money, No capacity, No,,,”.3. Avoid Generalization.– Be Specific.3. Don’t Write a Cause and Effect in One Card. 4. Be Specific Whose problem.

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Let us make the problem tree around the content of our project

Problem Analysis

Exercise (20 minutes)

OBJECTIVE ANALYSIS




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Objective Analysis

Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained and the solution for attaining it. This stage also requires an Objective Tree.

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Objective Analysis

Step 1: Reformulate all negative situation of the problem tree into positive situations that are : 　• Desirable• Realistically achievable

Step 2: Make sure that there is a means – ends (results) relationship (if this is implemented then this will be achieved)The causes become the starting point for the objectives.The effects become the results of the objectives.

Step 3: IF necessary:• Revise statements• Add new objectives if these seem to be relevant and necessary to achieve the objective at the next higher level• Delete objectives which do not see suitable or necessary

How to Make the Objective Tree

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Reformulating of Problems? Objective Analysis

I am not motivated to work

Not sure what to do in this work

Salary is low Poor respect from the boss

Lack of expertise/skills

Lack of training

My company is not getting profit

Not high post yet

Poor communication to boss

Different ways to think

Get trained

Adequate skills/expertise

Know what to do well

My company is getting profits

Get promoted

Salary is increased

Better communication to boss

Understanding of his/her perspective

Respected and encouraged by boss

I enjoy working and am so motivated Results

Means

PROJECT DESIGN MATRIX (PDM)




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Key points in setting Assumption

Should be relevant and probable

If an assumption is not important or almost certain: Do not include

If an assumption is unlikely to occur: Killer assumption – abandon project

Project Design Matrix (PDM)

Important Assumption?

Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers

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Activities to Impact through Assumption

Outcome

Impact

Activities

Assumptions

AssumptionsOutputs

Assumptions


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Example of Assumptions (in our case)

• Activity level

• Output level

• Project Purpose level

• Overall Goal level.


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Objectively Verifiable Indicators (OVI) ?

OVI measure to verify to what extent the results are achieved.

Specify how the achievement of an objective can be verified or demonstrated

Provide a basis for Monitoring and Evaluation 3 Dimensions of Indicators

QuantityQualityTime


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Objectively Verifiable Indicators (OVI) with SMART

Specific,

Measurable,

Achievable,

Relevant,

Time-bound


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Example of Indicators (in our case)

• Output level


• Overall Goal level



Bad –time management –Delay of project

outputs

Late initiationNo respect to

deadlinesBad communication

Not accessible e-services for the implementation

Unpredictable factors

No understanding

Inexperienced partners

No deadlines were given in e-mails

No knowledge

Workshop II- SWOT Analysis IQCM

Wednesday, 29th AugustLefkothea Kartasidou &

Elsa Pavlidou



SWOT ANALYSIS



SWOT

• Factors affecting an organization can usually be classified as:

• Internal factors– Strengths (S) – Weaknesses (W)

• External factors– Opportunities (O) – Threats (T)

Strengths

Opportunities

Weaknesses

Threats

Create a plan of action

• What steps can you take to:– Capitalize on your strengths– Overcome or minimize your weaknesses– Take advantage of some new opportunities– Respond to the threats

• Set goals and objectives, like with any other plan

Major benefits of SWOT analyses

• Simplicity• Flexibility• Integration and synthesis• Collaboration • Lower costs

The SWOT matrix

SWOT-driven planning1. The assessment of strengths and weaknesses should look

beyond products, services and resources to examine processes that meet customers’ or stakeholders’ needs

2. Achieving goals and objectives depends on transforming strengths into capabilities by matching them with opportunities

3. Weaknesses can be converted into strengths with strategic investment. Threats can be converted into opportunities with the right resources

4. Weaknesses that cannot be converted become limitations which must be minimized if obvious or meaningful to customers or stakeholders

Total Quality Management

Implementation on HEIs


Definition of TQM• TQM is the way of managing for the future and is far

wider in its application than just assuring product or service quality - it is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and externally.

• TQM is defined as “the process of integration of all activities, functions and processes within an organization in order to achieve continuous improvement in cost, quality, function and delivery goods and services for customer satisfaction”.



Total Quality Management (TQM)

• Total – meaning that every person is involved including customer and suppliers

• Quality – implying that customer requirements are met exactly

• Management – indicating that senior executives are committed



Principles of TQM• TQM is a philosophy which applies equally to

all parts of the organization.• TQM can be viewed as an extension of the

traditional approach to quality.• TQM places the customer at the forefront of

quality decision making.• Greater emphasis on the roles and

responsibilities of every member of staff within an organization to influence quality.

• All staff are empowered.



TQM IN HEIS



Three approaches• Customer focus: the idea of service to students is

fostered through staff training and development, which promotes student’s choice and autonomy

• Staff focus: values and enhances the contribution of all members of staff to the effectiveness of an institution’s operation, to the setting of policies and priorities.

• Service agreements: seeks to ensure conformity to specification at certain key measurable points of the educational process



Social Inclusion

• Indicators– Community integration and participation

– Community roles• Contributor, volunteer

– Social supports• Support network, services



Quality Control and Monitoring



Output level


Project Purpose level• To improve university regulatory frameworks,

guidelines and recommendations to allow full support for students with disabilities in ME HEIs

• To improve institutional capacities through providing special equipment, support services and staff training for teaching students with disabilities

• To establish Student Advisory Offices at each partner university for counselling, guidance, tutoring, relationships and psychological support

• To raise awareness and motivation on inclusive education and to increase the number of prospective students with disability


Overall Goal level

• To improve quality and relevance of inclusive education for students with disabilities in Montenegro to strengthen the open society values by combining best EU practices and policies


Exercise• According to the three approaches of TQM in

HEIs and taken into consideration the indicators of Social Support evaluate the project following the SWOT analysis

• Output level


• Overall Goal level



qpln7 quality control and monitoring

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