《PMP Training quality management》由会员分享，可在线阅读，更多相关《PMP Training quality management（39页珍藏版）》请在金锄头文库上搜索。
1、Source: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-1PMP Preparation TrainingQuality ManagementChapter 8Source: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-2Quality ManagementQuality PlanningQuality AssuranceQuality ControlProcesses necessary to ensure that the project will satisfy customer requirem
2、entsSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-3Quality Management8.1Quality PlanningPlanning8.3QualityControlControlling8.2 QualityAssuranceExecutingSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-4Quality ManagementAddresses both the management of the project and of the product of the
3、 projectImproves project management as well as the quality of the productDelivery of both high quality and high grade of productQuality is planned in, not inspected inInvestments in product quality improvement must often be borne by the performing organizationSource: pmbok guide 1996 1999 Robbins-Gi
4、oia, Inc. 8-5PhilosophiesDeming Leadership, long-term company position; continuous improvement; participatory; zero defectsJapanese Similar to DemingJuran Decrease cost of qualityCrosby Decrease cost of quality; authoritarian; zero defectsTheory X Workers lazy, motivated by moneyTheory Y Workers goo
5、d and trustworthySource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-6ISO 9000ISO9000 ISO9001 Design/Develop/Produce/Install & ServiceISO9002 Produce & InstallISO9003 Inspection & TestingCost Prevention costs: Training, surveys, implementation of quality systemFailure costs: Rework, rejects, scrapEx
6、ternal Costs: Warranty, recall, handling complaintsNote 85 % of costs are responsibility of managementSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-7Project Management & Quality ManagementCustomer satisfaction Understanding, managing, and influencing needs so that customer expectations are met
7、 or exceededPrevention over inspection The cost of avoiding mistakes is much less than the cost of correcting themManagement responsibility Success requires participation of all members of the team, but it is the responsibility of management to provide resources neededProcesses within phases Plan/Do
8、/Check/Act cycleSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-8Process ImprovementPlan for ImprovementDo on a small scaleCheck the resultsAct by correctingProcessImprovementSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-9Quality PlanningIdentifying the quality standards that are relevant
9、to the project and determining how to meet themQuality is planned in NOT inspected inSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-10Quality PlanningnInputsQuality policyScope statementProduct descriptionStandards & regulationsOther process outputsTools & TechniquesBenefit/cost analysisBenchma
10、rkingFlowchartsDesign of experiments Outputs Quality management planOperational definitionsChecklistsInputs to other processesSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-11InputsQuality policy “Overall intentions and direction of an organization with regard to quality as formally expressed b
11、y top management” International Organization of StandardsThe quality policy of the organization can be adopted for use by the projectStakeholders should be fully aware of itQuality PlanningSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-12Inputs (cont.)Scope statement Documents the major product
12、 deliverables and objectives that serve to define important stakeholder requirementsProduct description Contains details of technical issues and of other concerns that may affect quality planningStandards and regulations Specific standards or regulations that may affect the projectOther process outp
13、uts Processes in other knowledge areas may produce outputs that should be considered part of quality planningQuality PlanningSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-13Tools & TechniquesBenefit/cost analysis Cost and benefit tradeoffs of meeting quality requirementsBenchmarking Comparing
14、actual or planned project practices to other projects, in order to generate ideas for improvement and to provide a standard against which to measure performanceDesign of experiments Analytical technique that helps identify which variables have the most influence on the overall outcome and helps dete
15、rmine an optimal solution from a relatively limited number of casesQuality PlanningSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-14Tools & Techniques (cont.)Flow chartingCause-and-effect diagram Illustrates how causes and subcauses relate and create potential problems or effectsProcess flow ch
16、art Shows how various elements interrelateQuality PlanningSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-15Cause and Effect DiagramFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorEffectEffectPerformancePerformanceQuality PlanningSource: pmbok guid
17、e 1996 1999 Robbins-Gioia, Inc. 8-16ExampleCause and Effect DiagrampeoplepeoplepolicypolicyorganizationorganizationmethodsmethodsEfficientEfficientMailMailServiceServiceinformationinformationequipmentenvironmentenvironmentmaterialsQuality PlanningSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-1
18、7Process Flow ChartQuality PlanningBills From ShipperVerifyOKPrepare PayAuthorizationPrepare Letter of DisputeYesNoSend toPaying OfficeSend to ShipperSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-18OutputsQuality management plan Describes how the PM team will implement quality policy. Addresse
19、s quality control, quality assurance, and quality improvement for the project.Operational definitions (Metrics) Describes what something is and how it is measured by the quality control processChecklist Used to verify that a set of required steps has been performedInputs to other processes Quality p
20、lanning may identify a need for further activity in another areaQuality PlanningSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-19Quality AssurancePlanned and systematic activities implemented within the quality system in order to provide confidence that the project will satisfy the relevant qua
21、lity standardsSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-20Quality AssuranceWhatManagerial audit functionHowPrepare and implement an organization QA programTailor a practical program to meet requirementsWhyQuality improvementIncrease effectiveness and efficiencySource: pmbok guide 1996 1999
22、 Robbins-Gioia, Inc. 8-21Quality AssurancenInputsQuality management planResults of quality-control measurementsOperational definitionsTools & TechniquesQuality-planning tools and techniquesQuality audits Outputs Quality improvementSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-22InputsQuality m
23、anagement planResults of quality-control measurements Records of quality-control testing and measurement, presented in a format useful for comparison and analysisOperational definitionsQuality AssuranceSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-23Tools & Techniques1.Quality-planning tools a
24、nd techniquesBenefit/cost analysisBenchmarkingFlowchartingDesign of experiments2.Quality audits Structured review of QM activities in order to identify the lessons learned that can improve the performance of this project and of other projects within the organizationQuality AssuranceSource: pmbok gui
25、de 1996 1999 Robbins-Gioia, Inc. 8-24OutputsQuality improvementTaking action to increase the effectiveness and efficiency of the project and to provide added benefits to the project stakeholdersPreparing change requests or taking corrective action in accord with procedures for overall change control
26、Quality AssuranceSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-25Quality ControlMonitoring results to determine if they comply with relevant quality standards and identifying ways to eliminate problem causesProject results are deliverables and management results, such as cost and schedule perf
27、ormanceSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-26Quality ControlInputsWork resultsQMPOperational definitionChecklistsTools & TechniquesInspectionsControl chartsPareto diagramsStatistical samplingFlowchartingTrend analysisOutputsQuality improvementAcceptance decisionsReworkCompleted check
28、listsProcess adjustmentsSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-27InputsWork ResultsQMPOperational definitionChecklistsQuality ControlSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-28Tools & Techniques1.Flowcharting2.Inspection Measuring, examining, and testing to determine whether
29、results conform with requirements3.Statistical sampling Choosing for inspection a part of a population of interest4.Acceptance sampling Evaluating a portion of a lot to determine acceptance or rejection of the entire lot Pluses : Good if: inspection costs high, destructive testing required, inspecti
30、on procedures tediousMinuses : Not good if lots smallQuality ControlSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-29Control ChartsRule of Seven Run of seven points toward upper or lower control limit may indicate that process is out of control Assignable causes Variations may be caused by diff
31、erences in machines, workers overtime, etc. Identify the root cause.Quality ControlGraphic displays of the results, over time, of a process; used to assess whether the process is “in control”Source: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-30Pareto DiagramHistogram, ordered by frequency of occurr
32、ence, that shows how many results were generated by type or category of identified causeQuality ControlParetos Law A relatively small number of causes will typically produce a large majority of the problems or defects (80/20 rule)Source: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-31Pareto DiagramNu
33、mber of DefectivesPercentage of DefectivesABCDE0102030401007550250CumulativePercentageFrequency by CauseDefective ItemsQuality ControlSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-32Trend AnalysisTechnical performance How many errors or defects have been identified; how many remain uncorrected
34、Cost and schedule performance How many activities per period were completed with significant variancesQuality ControlUsing mathematical techniques to forecast future outcomes based on historical resultsSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-33Statistical Quality ControlPrevention Keepin
35、g errors out of the processInspection Keeping the errors out of the hands of the customerAttribute sampling The result conforms or it does notVariables sampling The result is rated on a continuous scale that measures the degree of conformitySpecial causes Unusual eventsRandom causes Normal process v
36、ariationTolerances The result is acceptable if it falls with the range specified by the toleranceControl limits The process is in control if the result falls within the control limitsQuality ControlSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-34Standard deviation Square root of the varianceUs
37、ing Standard DeviationMean ( ) AverageVariance Sum of squared differences between mean and each value, (x- )2, divided by number of samples less one or (9-1=8)Quality ControlUpper control limit (UCL) Three standard deviationsSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-35StatisticsQuality Con
38、trol0-1-2-3+1+2+3n2 standard deviations (+/- 1) = 68.26 %n4 standard deviations (+/- 2) = 95.46 %n6 standard deviations (+/- 3) = 99.73 %Source: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-36Example of Standard DeviationItemWeight (x)(x-)214.90.0277825.00.0044435.10.0011145.20.0177855.30.0544465.50.
39、1877874.70.1344484.80.0711195.10.00111Total45.60.50000Quality ControlSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-37Example of Standard DeviationMean ( ) = 45.6 / 9 = 5.066; (rounded to 5.07)Variance Sum of squared differences between mean and each value, (x- )2, divided by number of samples
40、less one or (9-1=8); thus 0.5 / 8 = 0.0625Quality ControlStandard deviation Square root of the variance; thus 0.0625 = 0.25Upper control limit (UCL) = Three standard deviations; thus 3(0.25) + (or 5.07) = 5.82. The lower control limit (LCL) equals 4.32 or 5.07 - 3(0.25).Source: pmbok guide 1996 1999
41、 Robbins-Gioia, Inc. 8-38OutputsQuality improvementAcceptance decisions Items inspected will either be accepted or rejected. Rejected items may need reworkRework Action taken to bring a defective or non-conforming item into compliance with requirements or specificationsCompleted checklists Become part of projects recordsProcess adjustments Immediate corrective or preventive action, in accordance with change control proceduresQuality ControlSource: pmbok guide 1996 1999 Robbins-Gioia, Inc. 8-39SummaryReview Questions
