© 2008 Prentice Hall8-1 Introduction to Project Management Chapter 8 Managing Project Quality Information Systems Project Management: A Process and Team Approach, 1e Fuller/Valacich/George

© 2008 Prentice Hall8-2 Quality According to PMBOK, project quality is defined as “the degree to which a set of inherent characteristics fulfill requirements.”

© 2008 Prentice Hall8-3 Importance of Quality Determined by industry or tolerance for error Critical: health or safety related

© 2008 Prentice Hall8-4 Quality Within Project Management Required in all stages –Initiation and closure Goals and level of achievement (lessons learned) –Planning Determine ways to control quality –Execution and control Feedback mechanisms to monitor and adjust

© 2008 Prentice Hall8-5 Quality Can Be Applied To: –The project team Sets performance expectations –Processes Identifies ways to control quality –Success level Allows team to determine the level of quality attainment

© 2008 Prentice Hall8-6 Pioneers in Quality Management Deming –14 points of quality Juran –Pareto Principle (80/20 rule) Crosby –4 absolutes of quality management Ishikawa –Cause and effect diagram (Fishbone diagram)

© 2008 Prentice Hall8-7 Crosby: Four Absolutes of Quality Management

© 2008 Prentice Hall8-8 Balanced Scorecard Developed by Kaplan & Norton 4 views of organizational activity –Learning and Growth –Business Process –Customer –Financial

© 2008 Prentice Hall8-9 Quality Standards ISO9000 –Quality management focus Customer quality requirements Regulatory requirements Enhance customer satisfaction Continual improvement Six Sigma –To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities –Champion, Master Black Belt, Black Belt, Green Belt proficiency designations

8-10 ISO 9000 Quality management systems – Fundamentals and vocabularyISO 9000 ISO 9001 Quality management systems – RequirementsISO 9001 ISO 9004 Managing for the sustained success of an organization – A quality management approach ISO 9050 Glass in building – Determination of light transmittance, solar direct transmittance, total solar energy transmittance, ISO 9069 Information processing – SGML support facilities – SGML Document Interchange Format (SDIF)ISO 9069SGML ISO/IEC 9075 Information technology – Database languages – SQLISO/IEC 9075SQL ISO/IEC 9126 Software engineering – Product qualityISO/IEC 9126 ISO 9141 Road vehicles – Diagnostic systems [Note 3]ISO 9141 [Note 3] ISO CARB requirements for interchange of digital informationISO CARB ISO Verification of the communication between vehicle and OBD II scan toolOBD ISO 9241 Ergonomics of human-system interactionISO 9241 ISO/IEC 9293 Information technology – Volume and file structure of disk cartridges for information interchangeISO/IEC 9293 ISO 9362 Banking – Banking telecommunication messages – Business identifier code (BIC)ISO 9362 ISO 9407 Shoe sizes – Mondopoint system of sizing and markingISO 9407 ISO/IEC 9541 Information technology – Font information interchangeISO/IEC 9541 ISO/IEC :1991 Architecture ISO/IEC :1991 Interchange Format ISO/IEC :1994 Glyph shape representation ISO/IEC :2009 Harmonization to Open Font Format ISO 9564 Financial services – Personal Identification Number (PIN) management and security [Note 3]ISO 9564 [Note 3] ISO/IEC 9579 Information technology – Remote database access for SQL with security enhancementISO/IEC 9579SQL ISO/IEC 9592 Information technology – Computer graphics and image processing – Programmer's Hierarchical Interactive Graphics System (PHIGS)PHIGS ISO/IEC 9593 Information technology – Computer graphics – Programmer's Hierarchical Interactive Graphics System (PHIGS) language bindings [Note 3]ISO/IEC 9593 [Note 3] ISO/IEC 9594 Information technology – Open Systems Interconnection – The DirectoryISO/IEC 9594Open Systems Interconnection ISO/IEC 9636 Information technology - Computer graphics - Interfacing techniques for dialogues with graphical devices (CGI) - Functional specificationISO/IEC 9636 ISO 9660 Information processing – Volume and file structure of CD-ROM for information interchangeISO 9660CD-ROM ISO 9712 Non-destructive testing - Qualification and certification of NDT personnel ISO/IEC 9796 Information technology – Security techniques – Digital signature schemes giving message recoveryISO/IEC 9796 ISO/IEC 9797 Information technology – Security techniques – Message Authentication Codes (MACs)Message Authentication Codes ISO/IEC Mechanisms using a block cipherISO/IEC ISO/IEC Mechanisms using a dedicated hash-functionISO/IEC ISO/IEC 9798 Information technology – Security techniques – Entity authenticationISO/IEC 9798 ISO/IEC 9834 Information technology – Open Systems Interconnection – Procedures for the operation of OSI Registration AuthoritiesISO/IEC 9834Open Systems Interconnection ISO 9869 Thermal insulation – Building elements – In-situ measurements of thermal resistance and thermal transmittanceISO 9869thermal transmittance ISO/IEC 9899 Programming languages – CISO/IEC 9899C ISO/IEC/IEEE 9945 Information technology – Portable Operating System Interface (POSIX®) Base Specifications, Issue 7ISO/IEC/IEEE 9945POSIX ISO 9984 Information and documentation – Transliteration of Georgian characters into Latin charactersISO 9984Latin characters ISO 9985 Information and documentation – Transliteration of Armenian characters into Latin charactersISO 9985 ISO 9992 Financial transaction cards – Messages between the integrated circuit card and the card accepting deviceISO 9992 ISO/IEC 9995 Information technology – Keyboard layouts for text and office systemsISO/IEC 9995 ISO 9999 Assistive products for persons with disability – Classification and terminologyISO 9999

© 2008 Prentice Hall8-11 Certificates/Awards Baldridge National Quality Program –Designed to encourage organizations increase their competitiveness by focusing on: Delivering ever improving value to customers Improving overall organizational performance Total Quality Management (TQM) –A description of the culture, attitude, and organization of a company that strives to provide customers with products and services that satisfy their needs –Emphasizes processes being done right the first time and defects and waste eradicated from operations

© 2008 Prentice Hall8-12 Quality Where do you focus? How do you measure? What is the return on investment?

© 2008 Prentice Hall8-13 Quality Planning Quality planning –The process of identifying relevant quality standards and developing a plan to ensure the project meets those standards

© 2008 Prentice Hall8-14 Quality Planning – Inputs Enterprise factors –Government regulations –Standards or rules specific to organization’s product or service Organizational process assets –Quality policies/procedures/guidelines –Lessons learned Project scope statement Project management plan

© 2008 Prentice Hall8-15 Quality Planning – Techniques Cost/benefit analysis –An evaluation of the costs and benefits of alternative approaches to a proposed activity to determine the best alternative Benchmarking –Study of a competitor’s product or business practices in order to improve the performance of one’s own company Capability Maturity Model (CMM) –Used to determine an organization’s capability with respect to best practices within a specific industry

© 2008 Prentice Hall8-16 Capability Maturity Model Quality Planning – Techniques (cont.)

© 2008 Prentice Hall8-17 Quality Planning – Techniques (cont.) Design of experiments –Application of selected statistical techniques to test the efficiency of certain project management approaches by testing factors that may influence a specific variable – phttp:// p

8-18 Key factors were identified as advertising level and pricing strategy Business class seats sold on its off-peak flights

© 2008 Prentice Hall8-19 Cost of quality analysis (COQ) –Cost to improve or ensure quality measures, as well as the cost associated with a lack of quality –The "cost of quality" isn't the price of creating a quality product or service. It's the cost of NOT creating a quality product or service. –Every time work is redone, the cost of quality increases. Obvious examples include : The reworking of a manufactured item. The retesting of an assembly. The correction of a bank statement. The reworking of a service, such as the reprocessing of a loan operation or the replacement of a food order in a restaurant. Quality Planning – Techniques (cont.)

© 2008 Prentice Hall8-20 Quality Costs Prevention Costs New product review Quality planning Supplier capability surveys Process capability evaluations Quality improvement projects Appraisal Costs Incoming and source inspection/test of purchased material In-process and final inspection/test Calibration of measuring and test equipment Associated supplies and materials Failure Costs Internal Failure Costs Scrap Rework Re-testing Downgrading External Failure Costs Processing customer complaints Customer returns Warranty claims Product recalls

© 2008 Prentice Hall8-21 Types of Quality Costs

© 2008 Prentice Hall8-22 Reducing Software Quality Costs Avoiding any failure costs by driving defects to zero Investing in prevention activities to improve quality Reducing appraisal costs as quality improves Continuously evaluating and altering preventive efforts for more improvement

© 2008 Prentice Hall8-23 Quality Planning – Outputs Quality management plan –A plan specifying how quality measures will be implemented during a project Quality metrics –Operational definitions of specific, processes, events, or products, as well as an explanation of how they will be measured in terms of quality Quality checklists –Tools used to ensure that a specific set of actions has been correctly performed

© 2008 Prentice Hall8-24 Quality Planning – Outputs (cont.) Process improvement plan –A plan specifying how to identify wasteful and non- value added activities Quality baseline –The basis for which project quality is measured and reported Updates to project management plan –Incorporation of quality management plan outputs into project management plan

© 2008 Prentice Hall8-25 Quality Assurance The process of ensuring that the project meets the quality standards outlined during the quality planning phase

© 2008 Prentice Hall8-26 Quality Assurance – Inputs Quality management plan Quality metrics Process improvement plans Work performance information Approved change requests Quality control measures Implemented –change requests –corrective actions –defect repairs –preventive actions

© 2008 Prentice Hall8-27 Quality Assurance – Tools & Techniques Quality planning tools and techniques can be applied Quality audits –Structured and independent review activities designed to review other quality management procedures and to identify potential lessons learned Process analysis –Examines how a process is performed

© 2008 Prentice Hall8-28 Quality Assurance – Outputs Requested changes Recommended corrective actions Updates to organizational process assets Updates to the project management plan

© 2008 Prentice Hall8-29 Quality Control The monitoring of project activities in order to determine if specified quality standards are being met

© 2008 Prentice Hall8-30 Quality Control – Inputs Quality management plan Quality metrics Quality checklists Organizational process assets Work performance information Approved change requests Deliverables

© 2008 Prentice Hall8-31 Work Performance Information Status summaries of : –Project deliverables –Any collected performance measures –Implemented changes from the original project management plan

© 2008 Prentice Hall8-32 Quality Control – Tools & Techniques Cause and effect diagrams (Ishikawa) Control charts Pareto charts Flowcharts Histogram Run chart Scatter diagram Statistical sampling Inspection review Defect repair review

© 2008 Prentice Hall8-33 Ishikawa (fishbone) Diagram Sample

© 2008 Prentice Hall8-34 Control Chart Sample

Causes of fluctuation © 2008 Prentice Hall8-35 Common causes e.g. known machine variances, differences between machines Special causes e.g. dropped processes, improper material configuration

© 2008 Prentice Hall8-36 Statistical Process Control: Western Electric Rules

© 2008 Prentice Hall8-37 Pareto Chart

© 2008 Prentice Hall8-38 Quality Control – Outputs Quality control measurements Validated defect repair Updates to the quality baseline Recommended correction actions Recommended preventative actions Requested changes Recommended defect repair Updates to organizational process assets Validated deliverables Updates to project management plan

© 2008 Prentice Hall8-39 Questions?