Overview Slides for CU Speaking Engagement According to PMI with specific terms defined

Project Quality Management “Creating and following policies and procedures to ensure that a project meets the defined needs it was intended to meet from the customer’s perspective.” PMP Exam Prep, 6th Edition

Why Quality Management? Quality means conformance to specifications and fitness for use – i.e. just what you need and not more Projects or products with unnecessary features can be too expensive to meet the business need Prevention is much cheaper than inspection, build quality in early to minimize costs/maximize quality

How Do We Manage Quality? Three processes Plan Quality What is quality and how will we ensure it? Perform Quality Assurance Are we following the quality standards? Perform Quality Control Are we meeting the quality standards? Perform Quality Assurance Perform Quality Control Plan Quality

Tools/Terms Cost-benefit analysis Cost of quality Histogram Control charts Pareto Chart Benchmarking Run chart Design of experiments Scatter diagram Statistical sampling Flowcharting Inspection Cause and effect diagram

Cost of Non Conformance Plan Quality Deming’s Costs of Quality Cost of Quality – Evaluating the cost of conformance with the cost of nonconformance to reach a balance. Includes; Prevention Costs Appraisal Costs Failure Costs Cost of Conformance Cost of Non Conformance Quality training Rework Studies Scrap Surveys Inventory Costs Warranty Costs 85% of the costs of quality are the direct responsibility of management - Deming

Quality Planning Terms Gold Plating – Giving the customer extras that do not add value to the project Marginal Analysis – The point where the incremental revenue from an improvement equals the cost to implement it Kaizen – Continuous improvement process to reduce costs and promote consistency ISO 9000 – International standard to ensure that companies have quality procedures and that they follow them

Pareto Chart Graph of problem type vs. frequency 80/20 Rule – 80% of your problems will come from 20% of your work! Cumulative Percentage Frequency Problem Type

Control Chart Upper & Lower Control Limits (UCL & LCL) Set by quality goal i.e. 3s Includes the normal and expected variation in the process Specification Limits Contracted acceptable limit, usually outside UCL & LCL Out of Control Data point falls outside of UCL/LCL Non-random data points i.e. “Rule of Seven” Rule of Seven If you get seven points in a row on one side of the mean, seven points ascending, or seven points descending, the process is no longer random and it is out of control Originally adopted from a Ford quality manual Assignable Change When the controller adjusts the process to bring the process back within process control limits

Control Charts Specification Limit (or Mean) Specification Limit

Integration Integration is the process by which all other processes are put into place and controlled. This process will use the project documents as ways of identifying and solving problems that arise with schedule, cost, and scope.

Integration Important to develop a detailed Project Management Plan This will include: Project Charter Management plans for all processes Scope, schedule, and cost baselines Change management plan

Integration Scope baseline: the project scope statement, work breakdown structure (WBS), and WBS dictionary Schedule baseline: the agreed-upon schedule, including start and stop times Cost baseline: the time-phased cost budget

Communication This process includes the planning, as well as the controlling and monitoring, of all project-related communications between team members, management, and stakeholders.

Communication It is very important to clearly identify ALL stakeholders of a project in order to determine their expectations. It is also important to include these stakeholders in all stages of project to ensure their expectations are met.

Communication Communication Types: Formal Written Formal Verbal Informal Written Informal Verbal Note: these types must be used appropriately for each team member or stakeholder

Professional and Social Responsibility Respect Fairness Honesty Do you use these values when running your business?

Professional and Social Responsibility Ethical behavior can be as simple as asserting authority to keep a schedule on task Creating accurate work expectations to reduce waste and cost Being truthful to stakeholders and employees Not being qualified to complete these tasks and performing them in anyway is unethical

Professional and Social Responsibility Make decisions based on the best interests of the company, rather than your own best interest Only accept assignments you are qualified to complete Protect proprietary information Report unethical behavior violations

Professional and Social Responsibility Respect Maintain an attitude of mutual cooperation Respect cultural differences Engage in good faith negotiations Be direct in dealing with conflict Do not use your power or position to influence others for your own benefit

Professional and Social Responsibility Fairness Act impartially without bribery Continuously look for conflicts of interest and disclose them Do not discriminate against others Do not use your position for personal or business gain

Professional and Social Responsibility Honesty Try to understand the truth Be truthful in all communications, and create an environment where others tell the truth