1. Project Management Project control Time and resources control
Quality control

2. Time and resources control
It’s more important to handle the unexpected
rather than predict the unpredictable
Clip Apollo – prj state

3. Time and resources control
When the project becomes operational (realization phase), you need to understand whether activities and events actually proceed as scheduled
It is advisable to set up some check point (if you don’t already have milestones) to verify any possible variance of times, resources (and costs) and in case, to proceed with the plan’s partial review
The completion control is as important as the planning and it requires a great amount of concentration by the Project Leader

4. Time and resources control
We go from the “planning” to the realization and control phase – The Deming Cycle
Plan
Start
PLAN
Completion Check
Variance Evaluation
ACT DO
Corrective actions
Forecast to end
CHECK
Plan changes Approval

5. Time and resources control
Completion Measures
According to the plan’s update frequency and to milestones, for each activity you will have information regarding:
The actual start date
The actual end date
The percentage of completion
As for complex projects where you decide to monitor some economics through the planning, you can also collect :
Procurement and external services costs
Paid hours
Material consumption

6. Time and resources control
Completion Measures
In case of an activity’s delay - that is when, at the date of control, its completion is inferior to what was scheduled - you need to see whether the delay can be made up or not You can find three situations:
The resource responsible for the activity which is behind schedule can set up temporary measures to make up (overtime, temporary increase of resources, outsourcing)
The delay cannot be made up but the activity has free float. Therefore it does not impact on the following activity start dates neither on the expected end date
The delay cannot be made up and the activity has no float, or the float is not sufficient to contain the delay. In this case you will have to consider the impact on the following activity start dates and on the project’s end date.

7. Time and resources control
Completion Measures
In case of some critical activity’s delay, this will directly cause the delay of the following start dates and on the project’s end date
You then need to activate not only recovery actions on the activity which is behind schedule, but also preventive actions on the following activities so as to limit the effect of the delay
Therefore it is important, within the project’s control activity, to jointly consider :
The percentage of completion vs scheduled
Any existing float
Activity sequence
Resources used
People in charge

8. Time and resources control
Completion Measures
The quality of the decision you take depends on the effectiveness of planning tools you use
The Gantt Diagram is very useful for completion control
The completed work is shown by a “completion bar” overlapping the “scheduled bar”
With the help of the Gantt Diagram is also possible to simulate and evaluate different scenarios and solutions

9. Time and resources control
Completion measures – ex 1
At the 12th of December:
Activity A, 100% completed, has been completed within schedule
Activity C, 100% completed, has been completed within schedule
Activity D, 25% completed, is behind schedule of 1 day. Yet, the activity has a free float and is not critical, therefore the day of delay will not produce any consequence timewise.

10. Time and resources control
Completion measures – ex 2
At the 12th of December:
Activity A, 15% completed, is highly behind schedule (6 days). With the Gantt analysis, you can see that the activity is not critical. Activity E, immediately following, has a free float of 5 days. The total delay on Activity A is more than activity E float, therefore, in the absence of corrective measures, it will impact on the start and end dates of the latter, and also on the project’s end date (it will be 1 day late).

11. Time and resources control
The project’s rescheduling
Time and resources control allows to identify any variance with the original plan
You then proceed considering time and resources needed for the activity’s review, verifying whether the original targets can be maintained or not
With the planning you can see the variation’s impacts on the baseline project and make simulations in order to find the most satisfying solution to achieve the goals
Once the optimal alternative has been chosen, the correction and reviewing are made closing then the control cycle

12. Project Management Project control Time and resources control
Quality control

13. QFD – Quality Function Deployment
The House of Quality

14. QFD – Quality Function Deployment
How to get a successful product/project
Actions
Involvement of the customer in the definition of value
Correct positioning of the product
Writing down the translation of expressed needs or marketing ideas through specific techniques
Involvement of the customer also during the development process
Definition of precise responsibilities on the product during its whole life cycle
Techniques
Quality Function Deployment (QFD)

15. QFD – Quality Function Deployment
A project of product development must respect the time to market; have functionalities demanded by the market; but in order to be successful it has to account QUALITY
Quality is the degree to which a product or a service fulfills customer requirements
We can express customer requirements through functions he thinks the product/service will fulfill:
Fa functions expected by the customer
Fr functions realized by the manufacturer
Fp functions perceived by the customer

16. QFD – Quality Function Deployment
Customer expectations
Customer Perception
Realized Requirements
Missing or non-satisfying
functions Fr / Fa < 1
Wasted quality
Fr / Fa > 1
Acknowledged quality
Fp / Fa > 1
Customer satisfaction
Fp / Fa = 1
Non-perceived Quality
Fr / Fa = 1
Fp / Fa < 1
Quality that increases the perception of value
Product’s functions
Fa functions expected by the customer
Fr functions realized by the manufacturer
Fp functions perceived by the customer

17. QFD – Quality Function Deployment
Quality “Exciters” (Delighters) :
The adding of these features causes a quick and non-linear increase of customer satisfaction.
Adding these characteristics during the design phase can guarantee great sale results
Kano Diagramm
Customer satisfaction 3
Excellent performance 2 1
LINEAR (One to one):
The improvement of these characteristics only creates a linear increase of customer satisfaction (ratio 1:1).
You don’t have any amazing improvements in customer satisfaction -
THRESHOLD/ BASIC (Must haves):
The absence or the lack of these product’s features causes a quick and drastic fall of customer satisfaction

18. QFD – Quality Function Deployment
Kano Questionnaire
While you build up the questionnaire you ask two questions for each request of the customer.
The first question is relevant to a situation when the request is satisfied :
“If [the product] met [the request X], how would you feel?” This is a ‘functional question’. Ex :
The second question will refer to the case when it does not satisfy the request. This is the ‘dysfunctional question’, and can be as follows:
“If [the product] did not meet [the request X], how would you feel?”. Ex: 1.
I like it
1a. If the laptop carried on working
after having spilled Coke
over the keyboard, how would you feel?
(functional) 2.
It must be so 3.
Indifferent 4.
I can live with it 5.
I don’t like it 1.
I like it
1.b. If the laptop stopped working
after having spilled Coke
over the keyboard, how would you feel?
(dysfunctional) 2.
It must be so 3.
Indifferent 4.
I can live with it 5.
I don’t like it

19. QFD – Quality Function Deployment
It is a method that concentrates on aspects that pursue customer satisfaction (Fr / Fa  1 and Fp / Fa  1) in order to define the quality that will have to be assured, starting from he first phase of the engineering process
The QFD forces you to link the product’s characteristics to the customer requirements (VoC: voice of the Customer) in a systematic way, and calls for different profiles within the company to interact among themselves

20. QFD – Quality Function Deployment
The voice of the Customer
The voice of the customer
Statements which reflect the customer’s perception of:
A product/service feature
an experience with a product/service
an experience with a process or a person
The customer problems
Worries, values or expectations relevant to a product/service. It describes the main problems that a customer might have. It describes the experiences relevant to the product/service attributes expected or wanted by the customer
Critical features for the customer
Specific, precise and measurable expectations that the customer holds about a product/service

21. QFD – Quality Function Deployment
How to build the House of Quality – Voice of the customer

22. QFD – Quality Function Deployment
Detection of Customer’s needs (aim) [Rif. ]
Who is the customer (final user, dealer, internal customer, ..) ?
What are his expressed or hidden needs?
Analysis of the customer language and possible translation into an internal and agreed language, taking into consideration the different meaning that different subjects could give to terms
Rationalization of customer needs into similar categories
Deployment of primary needs up to elementary needs according to a branched structure

23. QFD – Quality Function Deployment
Detection of engineering characteristics [Rif. ]
Starting from customer elementary needs, detect the correspondent design characteristics
The engineering characteristics (EC) must be measurable and representable with precision. The language is the one used by the engineers (Voice of the Engineer - VoE )
You should detect at least one EC for each elementary need of the customer – verify the squaring
The EC should directly influence the quality perceived by the customers.

24. QFD – Quality Function Deployment
Correlation
(optional) 
high (5) 
medium (3) 
low (2)
Importance for the customer
Superficial resistance
Video camera controls
Stable dimensions
Material low costs
Color chemical stability
Visual controls
Drop Test
What the customer wants
Assembly easiness  3
How
Color uniformity 4    
Crash resistance 5
duration   2
Low scraps  4
Relationship
Relevance
Low cost    2
Light betw piece and frame     5 64 20 31 24 10 15 37

25. QFD – Quality Function Deployment
Define the relationship between the expected quality and the engineering characteristics – Relationship Matrix [Rif. ]
The work team must establish whether there is any relationship between EC and Elementary Needs and the intensity of these relationships
The satisfaction degree as for the j-th need is (EC1, EC2, ..., Eci, ..., ECm)
Define the degree of importance of elementary needs, by defining a hierarchy based on the customer preference system
You might have to find some compromise solution to be able to satisfy, at least partially, conflicting elementary needs. It is essential that the voice of the customer prevails over the voice of the engineer.
HoQ

26. QFD – Quality Function Deployment
Benchmarking of the perceived quality [Rif. ] and of the planned quality [Rif. ]
Competitors analysis (perceived quality) can be made through a representative sample of customers
For each elementary need you analyze the customer satisfaction degree as for our product currently in use (within the same segment of the market of the one we are designing) and as for the use of competing products
You can use the same scale used for elementary needs (ex. from 1 to 5, from 1 to 10, ..)
Our own product could be evaluated based on claims and on the number of interventions under warranty
As for the planned quality, you need to compare each EC with a reference value of competitors
The perceived and delivered quality analysis compared to the reference competitors allows to re-adjust target figures

27. QFD – Quality Function Deployment
Correlation Matrix [Rif. ]
It’s a triangular grid (the roof of the HoQ) created to highlight the relationships among EC and their “intensity”
It is to identify which EC are in conflict among themselves (i.e. when a project action pursues a certain EC value but penalizes another target) and which meet
It is to verify / plan / optimize the project’s actions to undertake and any compromise needed

28. QFD – Quality Function Deployment
Engineering characteristics hierarchy [Rif. ]
Combining the elementary needs hierarchy (pi) with the content of the Relationship Matrix, we want to obtain an Engineering characteristics hierarchy
The scale that defines the weight of the relationship (Ri,j) is put into a cardinal scale 1-3-9
The absolute technical importance level IT of each engineering characteristic is given by :
You can find the relative importance IT* dividing ITj for the summation of all values IT. This value shows the importance that the customer gives to each EC

29. QFD – Quality Function Deployment
The use of the QFD must leave aside, at least at the beginning, economical considerations on the product (concepts of cost and value )
You need to look for opportunities where there is a high interest from the customer and low results from competitors
Negative correlations between EC should be eliminated or, at least, reduced
The success highly depends on the capability of involving a team making the members work together

30. QFD – Quality Function Deployment
QFD benefits
Quality improvement
Reduction of engineering and production costs
Higher product reliability
Reduction of decision and planning time
Reduction of claims under warranty
Better marketing opportunities
Work force more customer-oriented

31. QFD – Quality Function Deployment
The QFD extension
PRODUCT
COMPONENTS
PROCESSES
SPECIFICATIONS
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