1. Project Management Chapter 9 Project Quality Management Dr. Jana Jagodick Polytechnic of Namibia, 2012

2. Project quality management Understand the Quality Management Cycle Understand the stages in Quality Management Identify and explain quality management models & tools Look at how it applies to projects Dr. Jana Jagodick Polytechnic of Namibia, 2012

3. Project quality management Project management is dependent on 3 variables Dr. Jana Jagodick Polytechnic of Namibia, 2012 time cost quality

4. What does ‘quality’ mean? Fit for purpose Meeting or exceeding customer expectations…… Ability of a product or service to satisfy given needs Right needs at the right time in the right ways Dr. Jana Jagodick Polytechnic of Namibia, 2012

5. In a project management context? All 3 components must be considered and met… Customer quality – does the product or service give customers what they want (as measured by outcomes for service users – e.g. satisfaction surveys etc Professional quality – does the service meet customer need as defined by professionals (as per procedures and standards) Process quality – do the design and operation of the service process use resources in the most efficient way to meet customer requirements Dr. Jana Jagodick Polytechnic of Namibia, 2012

6. Quality Management includes: Performance- doing the work & results achieved Economy – measurement and regulation of inputs Efficiency – doing things right Effectiveness – doing the right things Benchmarking - comparisons Dr. Jana Jagodick Polytechnic of Namibia, 2012

7. Quality Management Cycle 3 integrated stages of quality management Dr. Jana Jagodick Polytechnic of Namibia, 2012 quality design and specification organising for quality quality assessment In order to achieve these stages, approaches such as TQM or continuous improvement can be used

8. Evolution of Quality Management Dr. Jana Jagodick Polytechnic of Namibia, 2012 Measure 100%, detect & remove Inspection Quality control Quality assurance Quality management 1980s1990s2000s Sample, detecting and correct Right first time – aim to ‘build in’ quality Build in quality to the process & continuously improve

9. Quality Movement Gurus Dr. Jana Jagodick Polytechnic of Namibia, 2012 W Edwards Deming -the pioneer Joseph Juran Genichi TaguchiPhil Crosby Together they shifted the view that quality is something you check at the end to something that is an integral part of the process

10. Deming’s 14 points for quality management 1.create constancy of purpose for continual improvement of products/services 2.adopt the new philosophy for economic stability 3.stop dependence on inspection for quality 4.stop awarding business on the basis of price alone, work with a single supplier 5.improve continuously every process for planning, production and service 6.institute training on the job 7.adopt and implement modern methods of supervision and leadership Dr. Jana Jagodick Polytechnic of Namibia, 2012

11. Deming’s 14 points for quality management 8.eliminate fear 9.break down barriers between departments and individuals 10.eliminate slogans, exhortations and targets 11.eliminate numerical quotas for the workforce and numerical goals for management 12.remove barriers that prevent workmanship and eliminate rating and merit systems 13.institute a programme for education and self- improvement for everyone 14.put everyone to work to accomplish the transformation Dr. Jana Jagodick Polytechnic of Namibia, 2012

12. Managing Quality in Projects The PM must communicate goals, make processes and resources available which prioritise quality The project outcome must satisfy the needs for which it was undertaken and that includes product and process quality Quality must be integrated into the planning process by setting performance expectations and goals for individual team members Set performance indicators to which measurable standards are attached - standards represent minimum requirements. Procedures defined must meet the needs of the project and its customers for effective and efficient delivery of product or services Dr. Jana Jagodick Polytechnic of Namibia, 2012

13. Plus these 3 things…….. Ensure that projects are monitored continually. Monitoring entails measuring performance consistently and providing ongoing feedback to team members on their progress towards reaching project milestones. Unacceptable performance can be identified and the problem can be addressed at an early stage - before it is too late! Planned progress meetings can be used to evaluate team members’ performance. The team members’ performance is rated against the standards set, as set out in the organisations performance appraisal system. Dr. Jana Jagodick Polytechnic of Namibia, 2012

14. Quality management tools ISO 9000-9004 Business Excellence Framework (BAQF) European Foundation for Quality Management (EFQM) Customer service standards and citizens’ charters Quality Awards Learning organisation (self-assessment) Total Quality Management (TQM) The Balanced Scorecard Dr. Jana Jagodick Polytechnic of Namibia, 2012

15. Quality management culture A quality culture is essential to penetrate the whole organisation/team empower their workforce to take decisions hold them responsible for the results reward their performance Incentive schemes are used to motivate and bonuses are based on corporate success Dr. Jana Jagodick Polytechnic of Namibia, 2012

16. Summary Quiz Quality in projects should focus on A. fitness for purpose? B. responsiveness to customer needs? C. conformance to project specification? Project managers should focus on A.the integration of quality into project planning? B.monitoring systems? C.measuring performance? Dr. Jana Jagodick Polytechnic of Namibia, 2012

17. Summary Quiz Which of these aspects of quality is most important in a project? A. Customer quality – does the product or service give customers what they want (as measured by outcomes for service users – e.g. satisfaction surveys etc B. Professional quality – does the service meet customer need as defined by professionals (as per procedures and standards) C. Process quality – do the design and operation of the service process use resources in the most efficient way to meet customer requirements Dr. Jana Jagodick Polytechnic of Namibia, 2012