1. PROJECT QUALITY MANAGEMENT Teknik Elektro FT UNDIP
Ir. AGUNG NUGROHO, M.Kom
Teknik Elektro FT UNDIP

2. OVERVIEW Project Management Knowledge Area
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communication Management
Project Procurement Management
Project Risk Management

3. OVERVIEW How to Achieve Project Success?
By balancing stakeholders’ competing demands for :
Cost
Time
Scope
Quality

4. PROJECT QUALITY MANAGEMENT
Processes include all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken

5. PROJECT QUALITY MANAGEMENT

6. PROJECT QUALITY MANAGEMENT
Quality Planning
Identifying which quality standards are relevant to the project and determining how to satisfy them
2. Perform Quality Assurance
Applying the planned, systematic quality activities to ensure that the project employs all processes needed to meet requirements
Perform Quality Control
Monitoring specific project results to determine whether they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance

7. PROJECT QUALITY MANAGEMENT
3. Perform Quality Control
Quality Planning
2. Perform Quality Assurance

8. PROCESS FLOW DIAGRAM

9. GOAL OF QUALITY PROGRAM
Fitness for use
Product/service produced must satisfy real needs
Costumer satisfaction
Product/service meet customer’s expectations
Conformance to the requirements
The project must produce what it said it would produce

10. QUALITY CONCEPTS Zero Defects
No tolerance for errors within the system
The Customer Is The Next Person In The Process
Conformance to requirements & customer satisfaction
Do The Right Thing Right The First Time
Do it once in complete & correct manner
Continuous Improvement
Plan – Do – Check – Action
Process Capability
Capable of performing the required functions to achieve the desire outcome

11. QUALITY VS GRADE
QUALITY is the degree to which a set of inherent characteristic fulfill requirements
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 a problem

12. QUALITY PLANNING

13. COST OF QUALITY
The total costs that incurred by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirement (rework)
Failure cost are often categorized into internal and external. Failure cost are also called cost of poor quality
There are three types of costs that are incurred: Prevention costs, Appraisal Costs, and Failure Costs

14. What is the Major Cost of Quality
Prevention cost
Appraisal cost
Internal failure cost
External failure cost
Measurement and test equipment.

15. COST OF QUALITY BEFORE AND AFTER QUALITY INITIATIVE
TURNOVER
rework
savings
rework
inspection
inspection
prevention
prevention
Before
After

16. PROJECT QUALITY PLAN Should address, but not limited to :
Project Management Methods
Roles & Responsibilities
Deliverables & Milestones
Standards for Monitoring & Control Purposes
Process Reviews
Major Checkpoints
Inspection & Acceptance Criteria

17. QUALITY TEAM FOR A PROJECT
SENIOR MANAGEMENT
CLIENT
REGULATORY AUTHORITIES
PROJECT MANAGER
VENDOR/SUPPLIER
PROJECT STAFF
SUBCONTRACTOR

18. PERFORM QUALITY ASSURANCE

19. QUALITY ASSURANCE VS QUALITY CONTROL
Quality Assurance only check whether it’s comply with the PROCESS, regardless result, etc.
Quality Control comply with RESULT !

20. PERFORM QUALITY CONTROL

21. Statistical Quality Control
Method used to measure variability in a product for evaluation and corrective actions. When the product exceeds the bounds of acceptability based on statistical inference the product can be rejected with reasonable assurance that it does not meet requirements.

22. Normal Distribution Curve

23. Major systems which used in Statistical Quality Control
Process Control Charts
Acceptance Sampling

24. Control Chart
UCL
LCL X =
68.26%
95.46%
99.73%

25. Control Chart (in control)
UCL
LCL X =

26. Control Chart (Out-of-Control)
UCL
LCL X =

27. Control Chart (Hugging Control Limit)
UCL
LCL X =

28. Control Chart (Trend)
UCL
LCL X =

29. Control Chart (Cycle)
UCL
LCL X =

30. Control Chart (Run)
UCL
LCL X =

31. Rule of Seven
When any 7 consecutive reading on a chart are either above or below the median, but are still within the upper and lower control limits, the process is out of control.
When a process is out of control, management should be notified and is responsible to identify the cause and initiate corrective action.

32. The Tools of Modern Quality Management
The tools of modern quality management relate to problem solving through uniform processes that provide information which leads to recognizing process changes and correcting them.
Pareto diagrams
Cause and effect diagrams (fishbone diagram)
Histogram
Scatter diagrams
Graphs
Check sheets
Check Lists

33. PARETO DIAGRAM
Is a histogram, ordered by frequency of occurrence, that shows how many results were generated by type or category of identified cause
Rank ordering is used to guide corrective action
Pareto’s Law : relatively small number of causes will typically procedure a long majority of the problems or defects (80/20)

34. PARETO DIAGRAM SAMPLE BEFORE IMPROVEMENT AFTER IMPROVEMENT OVERALL
100 20 40 60 80 25 50 75
( % )
( CASES )
BEFORE IMPROVEMENT
No. of Defective Cases
% of Composition
Improper
Rotation
Noise
Wobble
Pressure
Axle
Caulking
Case
Others
100 20 40 60 80 25 50 75
( % )
( CASES )
AFTER IMPROVEMENT
% of Composition
Improper
Rotation
Noise
Wobble
Pressure
Axle
Caulking
Case
Others
No. of Defective Cases
OVERALL
EFFECT

35. CAUSE AND EFFECT DIAGRAM (ISHIKAWA DIAGRAM/FISH BONE DIAGRAM)
TIME
MACHINE
METHOD
MATERIAL
ENERGY
MEASUREMENT
PERSONNEL
ENVIRONMENT
CORRECTIVE
ACTION
MAJOR
DEFECT
USE : •
Random Method
Systematic Method
Process Analysis
Method
Solution Analysis
ALWAYS ASK: WHO?
What? Where? When? Why? How?
CAUSE
EFFECT

36. CAUSE AND EFFECT DIAGRAM SAMPLE
Reason Phone Not Answered
Machinery
Materials
Audix
Audix Exists
Line Busy
Directory
LAN Directory Not Updated
Wrong Extension in Book
Phone Not Answer
Away from Desk
At Lunch
At Meeting
Call Comes Before/ After Hours
Taking on Other Line
Business Call
Personal Call
Re-direct issues
Zero Out Not Established
Support Staff Has Audix
People
Method

37. CONTROL CHART SAMPLE

38. PROCESS FLOW CHART SAMPLE

39. Thank You