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

2. 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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. Control Charts
Specification Limit
(or Mean)
Specification Limit

11. 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.

12. 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

13. 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

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

15. 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.

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

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

18. 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

19. 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

20. 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

21. 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

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