1. Project Management Methodology
Quality Management and Control

2. What is the quality
ISO gives a vague definition of quality as “the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs”

3. What is the quality Good quality
Conformance to requirements
The project delivers in accordance to written requirements
Fitness to use
The product can be used as it is intended to be
Project team must communicate to key customers to understand what the quality means for them

4. Quality control/ management
The objective
The product must meet the requirements
It also must meet the time and cost constraints
Performing quality control means in fact periodical evaluation of the overall project performance

5. Quality management processes
Quality planning
Performing quality assurance
Performing quality control

6. Quality planning Decide about the standards
Introduce quality requirements and metrics
Quality checklists
MS Excel spreadsheet used to track quality requirements implementation
Planning the process of quality assurance and control

7. Quality planning Identify relevant quality standards
Current standards are developed by International Standards Organization (ISO). For IT this is a series of ISO 9000
Service Level Agreement (SLA) defines quality requirements from a customer perspective in terms of reliability and usability

8. Quality planning Design quality into the products of the project
Design quality into the project management processes

9. Quality planning Design of experiments
Quality planning technique used to identify which variables have the most influence on the outcome
In project management this can be used to analyze various issues, such as cost and schedule trade-offs, cost and security trade-offs, etc.

10. Quality planning
Communicating the correct actions for ensuring quality to the development team
Focus on particular statements of the product and project description which affect quality
Formalize them as the quality criteria list and the quality baseline

11. Quality planning Quality criteria apply to Functionality
What functions must be implemented
System outputs (GUI, reports, etc)
How the outputs must look to provide high level usability for a customer
Performance
Response time, the volume of data and transactions, number of concurrent users

12. Quality planning Quality criteria apply to Reliability Maintainability
Ability of the product to perform as expected under normal circumstances
Data accuracy, availability as defined by SLA
Maintainability
Cost and simplicity of maintenance and operation
Scalability
Ability to scale when the business or technology requirements change

13. Quality assurance
This is the process that runs from start to end of the project
It assumes tracking of the quality requirements implementation both by fact and by process
System Development Lifecycle (SDLC) methodology and supporting documentation create a foundation of the process

14. Quality assurance
SDLC can be implemented for example as the gate-based process where:
each gate assumes completion of a particular deliverables and
A deliverable goes through solution review performed by a designated organizational body. Normally this is an assembled team of subject matter experts (SME)

15. Quality assurance Techniques used in quality assurance
Design of experiments
Benchmarking
Comparing specific project practices or product characteristics to the Best Industry Practice
Quality audit
Structure review of specific quality management activities in practice
Examine and evaluate factual information

16. Quality Assurance
Processes, standards, organizational requirements, and other documents that outline the company Information Technology development and operational practice must be consolidated into a library, known as Information Technology Infrastructure Library (ITIL)
A librarian must maintain the library up-to-date

17. Performing quality control
Quality control process outcomes
Acceptance decisions
Determines if a project will be accepted or rejected
If a project, or a part of it, is rejected it must be reworked
Rework
This is an action taken to bring rejected part to compliance with the quality requirements.
Often results in change requests, can be very intensive

18. Performing quality control
Quality control process outcomes
Process adjustments
Correct or prevent further quality problems based on quality control measurements
Updates to the quality control baseline, organizational processes, and the project management plan

19. Quality control tools
Special tools used to monitor project parameters to ensure that they are compliant with the relevant quality standards
Seven Basic Tools of Quality
Cause-and-effect diagrams, aka fishbones
Control charts
Run charts
Scatter diagrams
Histograms
Pareto chart
Flowchart

20. Cause-and-Effect Diagrams
Cause-and-effect diagrams trace complaints about quality problems back to the responsible production operations
They help you find the root cause of a problem
Also known as fishbone or Ishikawa diagrams
Information Technology Project Management, Sixth Edition

21. Figure 8-2. Sample Cause-and-Effect Diagram
Information Technology Project Management, Sixth Edition

22. Quality Control Charts
A control chart is a graphic display of data that illustrates the results of a process over time
The main use of control charts is to differentiate issues that are caused by random problems from ones that are systemic
Quality control charts allow you to determine whether a process is in control or out of control
When a process is in control, any variations in the results of the process are created by random events; processes that are in control do not need to be adjusted
When a process is out of control, variations in the results of the process are caused by non-random events; you need to identify the causes of those non-random events and adjust the process to correct or eliminate them
Information Technology Project Management, Sxth Edition

23. Figure 8-3. Sample Quality Control Chart
Information Technology Project Management, Sixth Edition

24. Information Technology Project Management, Sixth Edition
Run Chart
A run chart displays the history and pattern of variation of a process over time
It is a line chart that shows data points plotted in the order in which they occur
Can be used to perform trend analysis to forecast future outcomes based on historical patterns
Information Technology Project Management, Sixth Edition

25. Figure 8-4. Sample Run Chart
Information Technology Project Management, Sixth Edition

26. Information Technology Project Management, Sixth Edition
Scatter Diagram
A scatter diagram helps to show if there is a relationship between two variables
The closer data points are to a diagonal line, the more closely the two variables are related
Information Technology Project Management, Sixth Edition

27. Figure 8-5. Sample Scatter Diagram
Information Technology Project Management, Sixth Edition

28. Information Technology Project Management, Sixth Edition
Histograms
A histogram is a bar graph of a distribution of variables
Each bar represents an attribute or characteristic of a problem or situation, and the height of the bar represents its frequency
Information Technology Project Management, Sixth Edition

29. Figure 8-6. Sample Histogram
Information Technology Project Management, Sixth Edition

30. Pareto charts
A histogram that can help to identify and prioritize problem areas
The diagram collect stats of a problem occurrences
Use Bar Charts to indicate most common quality problem causes—address these first (taking severity into account of course)

31. Information Technology Project Management, Sixth Edition
Pareto Charts
A Pareto chart is a histogram that can help you identify and prioritize problem areas
Pareto analysis is also called the rule, meaning that 80 percent of problems are often due to 20 percent of the causes
Information Technology Project Management, Sixth Edition

32. Figure 8-7. Sample Pareto Chart
Information Technology Project Management, Sixth Edition

33. Information Technology Project Management, Sixth Edition
Flowcharts
Flowcharts are graphic displays of the logic and flow of processes that help you analyze how problems occur and how processes can be improved
They show activities, decision points, and the order of how information is processed
Information Technology Project Management, Sixth Edition

34. Figure 8-8. Sample Flowchart
Information Technology Project Management, Sixth Edition

35. Quality control tools Statistical sampling
Based on stats collected during sufficient period of time
Validity of statistical data is critical
Consult with an expert when using statistical analysis

36. Quality control tools - Six Sigma
Cannot separate quality from how you run the business
Addresses quality by addressing business processes
Key is to reduce variation in process outputs
Five phase improvement process
Define, Measure, Analyze, Improve, Control
Toyota, Motorola, GE

37. Information Technology Project Management, Sixth Edition
DMAIC
DMAIC stands for:
Define: define the problem/opportunity, process, and customer requirements
Measure: define measures, then collect, compile, and display data
Analyze: scrutinize process details to find improvement opportunities
Improve: generate solutions and ideas for improving the problem
Control: track and verify the stability of the improvements and the predictability of the solution
Information Technology Project Management, Sixth Edition

38. Six Sigma Projects Use Project Management
The training for Six Sigma includes many project management concepts, tools, and techniques
For example, Six Sigma projects often use business cases, project charters, schedules, budgets, and so on
Six Sigma projects are done in teams; the project manager is often called the team leader, and the sponsor is called the champion
Information Technology Project Management, Sixth Edition

39. Six Sigma Projects Focus on Customer Drive out waste
Raise quality levels
By reducing variation!
Improve financial performance

40. Quality Assurance - Testing
Define testing “strategy”
Unit
Regression
Integration
System
User Acceptance
Frameworks, Standards

41. Figure 8-10. Testing Tasks in the Software Development Life Cycle
Information Technology Project Management, Sixth Edition

42. Quality Control Metrics
The Cost of Quality

43. Information Technology Project Management, Sixth Edition
The Cost of Quality
The cost of quality is the cost of conformance plus the cost of nonconformance
Conformance means delivering products that meet requirements and fitness for use
Cost of nonconformance means taking responsibility for failures or not meeting quality expectations
A study reported that software bugs cost the U.S. economy $59.6 billion each year and that one third of the bugs could be eliminated by an improved testing infrastructure
Information Technology Project Management, Sixth Edition

44. Five Cost Categories Related to Quality
Prevention cost: cost of planning and executing a project so it is error-free or within an acceptable error range
Appraisal cost: cost of evaluating processes and their outputs to ensure quality
Internal failure cost: cost incurred to correct an identified defect before the customer receives the product
External failure cost: cost that relates to all errors not detected and corrected before delivery to the customer
Measurement and test equipment costs: capital cost of equipment used to perform prevention and appraisal activities
Information Technology Project Management, Sixth Edition

45. Information Technology Project Management, Sixth Edition
Maturity Models
Maturity models are frameworks for helping organizations improve their processes and systems
The Software Quality Function Deployment Model focuses on defining user requirements and planning software projects
The Software Engineering Institute’s Capability Maturity Model Integration is a process improvement approach that provides organizations with the essential elements of effective processes
Information Technology Project Management, Sixth Edition

46. CMM for the processes Maturity Definition
None – process does not exist
Initial – process is ad-hoc and disorganized
Repeatable – process follows a regular pattern
Documented – process is documented and communicated in a standard, company-wide way
Optimized – process is designed to bring added value to security requirements understanding
Project Management and SDLC processes must be at the level 4 to comply with the best industry practice