Project Management Quality

Project Management Quality
SWO PMI Professional Development Day November 21, 2002 W. Charles Slaven, PMP
The Griffin Tate Group, Inc.
Cincinnati, Ohio USA www.griffintate.com

www.griffintate.com 513-563-3545
W. Charles Slaven, PMP
What is Quality?
What makes a Quality Project?
Can it be determined? How is it measured? What is the difference between Project Quality & Product Quality? Is Quality the absence of defects?
Regarding my Pen
Is it a quality pen?
Projects must deliver using Quality

What the customer wants, needs or desires What the internal sponsor and the staff also want?
Project Management
( A brief review)
Initiating, Planning, Executing, Controlling and Closing Out a Project requires the Project Manager to address the Project Triad Where does Quality fit? SCOPE
TIME
RESOURCES
Project Quality
Scope and Quality cannot be separated. The Acceptance or Quality Criteria must be defined and achieved on all key Deliverables! SCOPE
TIME
RESOURCES
Project Quality Management

To accomplish superior project quality, we must implement processes that ensure the success of the project.
The processes that enable this are: 1. Quality Planning 2. Quality Assurance 3. Quality Control
What is Quality Planning?
It is identifying the standards (or acceptance criteria) that are relevant to the project and determining how to satisfy them
What is Quality Assurance ?
A project should satisfy relevant quality standards if project evaluation processes are properly used during Execution.
What is Quality Control?

Monitoring activities that are performed during the Controlling Phase tell us if results comply with the standards / criteria set . Corrective and Preventive Actions are used to drive unsatisfactory performance from our projects
How we achieve Project Quality?

We achieve Project Quality Through
Dedicated effort of setting standards for our work Understanding Customer Requirements (needs and desires) Implementing these requirements in all Actions and Plans and Documents through
Planning Directing and Implementing Doing the right thing right - the first time and every time
And by building on a strong foundation of using modern quality management tools to

Monitor Evaluate Assess the process While conducting continuous improvement on the processes
Project Management
( A high level review to set the stage for Quality Project Management)
The Project Management Phases of Work apply to Project Quality Management and to all elements of the Project Management Discipline 1. 2. 3. 4. Initiation Planning Execution and Control Close-Out
10
Quality Initiation
Understanding the customers Requirements Determining the Final Deliverable Acceptance Criteria Establishing the Project Management Phases and Life Cycle Stages, if applicable Obtaining agreement on the technical approach to be used Reaching agreement on the Status reporting and project monitoring processes Setting the risk limits for scope risk with the Sponsor Obtaining the priorities from the Customer as to the tradeoffs between scope, schedule and cost / resources
11
Quality Planning
1. Inputs
1. 2. 3. 4. Quality Policy Scope Statement Product specification Standards and Regulations 5. Other Process Outputs
3. Outputs
1. 2. 3. 4. Quality Management Plan Operational Definitions Checklists Inputs to other Processes
2. Tools and Techniques

1. 2. 3. 4. 5. Design of Experiments Cost of Quality Benchmarking Flowcharting Cost / Benefits
12
Quality Execution / Assurance

1. Inputs
1. Quality Management Plans 2. Results of Quality Control Measures 3. Operational Definitions

1. Quality Planning Tools and Techniques 2. Quality Audits
3. Outputs
1. Quality Improvement
13
Quality Control
1. Inputs
1. 2. 3. 4. Work Results Quality Management Plan Operational Definitions Checklists

1. Inspections and Control Charts 2. Statistical Sampling and Pareto charts 3. Flowcharting and Trend analysis
3. Outputs
1. Rework and Completed Checklists 2. Process Adjustments and Completed Checklists 3. Quality Improvement and sometimes, Breakthroughs
14
Quality Close-Out
Documenting Lessons learned to improve the process for all projects and for all participants Quality is measured against expectations by the:
Team Members Stakeholders Sponsors Champions Customers Users
15
What are the Primary Responsibilities of the PM ?

Bringing mutual understanding of the customers requirements through analysis of the
Stated requirements and Implied requirements
Setting Customer Expectations Developing the project plan with the teams inputs and the acceptance of the customer and sponsor Maintaining contact with and monitoring and reporting progress to the customer and stakeholders
16
Creating Successful Projects - a Quality Perspective

Initiation
Get the required chartering data and hold a contracting conference
Planning
Getting the scope defined with acceptance criteria Planning for the risk and contingencies Setting the communication and accountability process in place Developing the plan with consensus based on data
Execution and Control

Monitoring and reporting progress of deliverables based on the Acceptance Criteria Managing and Controlling Change
Close-Out
Documenting Lessons learned and Assigning Corrective Actions Wrapping up the project and getting inputs from all Stakeholders Celebrating Success
17
Applying Six Sigma to improve Project Quality

Applying DOE to prototyping and pilots Implement DMAIC Drive out variation in your processes and drive in predictability Calculate and use Six Sigma Analyze the data Improve performance and analyzing the Cost of Poor Quality and eliminate Root Causes of defects Use PDCA to implement improvements Continue as long as improvements are cost justified Look for breakthrough opportunities use out of the box thinking
18
A recap of what is critical

Understand the risk acceptance profile of the project and take appropriate measures to reduce risk Plan your project to deliver to specific acceptance criteria based on the customers requirements Monitor and Control to the Plan Document lessons learned and define better practices to improve quality on the all projects
19
Project Quality
Planning including
Initiation
Requirements of scope Ongoing process Joint risk management

process
Quantify User driven Assurance and
acceptance criteria
Evaluation Control and execution Tools and techniques

Limits of acceptable risk Improvements focused Timely communication Your responsibility

20
Reviewing Project Quality & Your Project

Can you think of an example where the Quality of your Project suffered because of poor Quality Initiation, Planning, Execution and Control or Close-Out?
How? Where? When? What? Why?
Or a time when the tools of Quality Planning contributed to a creative solution?

Why? Where? When? What? How?
How Can You Use Your Knowledge and Understanding of Quality Planning to Improve the Performance of Your Project Team? Any Questions or Comments?
21
Contact Information for Reference

The Griffin Tate Group, Inc. cslaven@griffintate.com
www.griffintate.com
Office Cell 513 563 3545 513 382 3511
22

Project Management Quality

Uploaded by

Copyright:

Available Formats

Project Management Quality

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Management Quality

Uploaded by

Copyright:

Available Formats

Project Management Quality

Cincinnati, Ohio USA www.griffintate.com

Projects must deliver using Quality

Project Quality Management

W. Charles Slaven, PMP

What is Quality Planning?

W. Charles Slaven, PMP

What is Quality Assurance ?

W. Charles Slaven, PMP

What is Quality Control?

How we achieve Project Quality?

And by building on a strong foundation of using modern quality management tools to

W. Charles Slaven, PMP

W. Charles Slaven, PMP

W. Charles Slaven, PMP

2. Tools and Techniques

W. Charles Slaven, PMP

Quality Execution / Assurance

2. Tools and Techniques

W. Charles Slaven, PMP

2. Tools and Techniques

W. Charles Slaven, PMP

What are the Primary Responsibilities of the PM ?

W. Charles Slaven, PMP

Creating Successful Projects - a Quality Perspective

Execution and Control

Applying Six Sigma to improve Project Quality

W. Charles Slaven, PMP

A recap of what is critical

W. Charles Slaven, PMP

Requirements of scope Ongoing process Joint risk management

Quantify User driven Assurance and

Evaluation Control and execution Tools and techniques

Limits of acceptable risk Improvements focused Timely communication Your responsibility

Reviewing Project Quality & Your Project

Or a time when the tools of Quality Planning contributed to a creative solution?

Contact Information for Reference

The Griffin Tate Group, Inc. cslaven@griffintate.com

W. Charles Slaven, PMP

You might also like