5. Lack of Quality Assurance & Control
Dissatisfied Customer
REACT
“Fix-Up Team”
BIG
SCREW
PLAN
DO
UP
Check 1
Rechecks REDO
5
6. Importance of Quality Assurance & Control
Policy,
Corporate
objectives, Customer
performanc
procedures, service
e
standards
Quality
Corporate Assurance & Customer
image satisfaction
Control
Staff moral, Continuous
Project
retention & improvemen
success
satisfaction t
6
7. Client’s Quality Expectation
Quality tolerance
Quality drivers
Communication
strategy in place
Quality tools to
be used
Client’s
Historical information
Understanding
Quality obtained & reviewed
stakeholder Expectatio
expectation n
Understanding
Understandin of roles &
g the political Quality policy,
procedures, responsibilities
environment
standards &
objectives
documented and
understood
7
8. Strategic Quality Management
Linked to
Profitability
Co
Ad mp
om b y
va et
er
st d
nt itiv
Cu fine
Strategic ag e
De
Quality e
Management
l
Co
mm al
o
fro itme i nt s
m A nt d es
Sta ll n ne oc
ff la Pr
P
8
10. Impact on Quality - Change / Requirements
Clarification & refinement of business
requirements
Understand that the needs of the User /
Client may change during the project
Conflicting requirements among users
Clarification of role and responsibility
during the project phases
Communication – quality check points /
reports
10
11. Impact – Poor & Good / Built-in Quality
Good / Built-in
Poor Quality
Quality
Increased Costs
Project is efficient
Low Morale
Less Inspection
Lower Customer
Satisfaction Less cost for rework
Increased Risk Less cost for non-
conformance
11
12. Cost – Conformance / Non Conformance
Non
Conformance Conformance
Quality Training Rework
Studies Scrap
Surveys Inventory Costs
Warranty Costs
12
14. Identify Risk in Current QA Process
Repeating errors
Lessons learned
Client quality standards
Unusually high error rates
Decision maker in the process
Dissention in the ranks (blaming)
Organisational standards for quality
Testing standards, processes & quality audits
14
17. Quality – Process & Product Aspect
Product
Process
Deals with the
Deals with best management of
practice tools, scope
processes and (requirements), time
techniques used in (schedule), and cost
managing a project (budget) used in
managing the
products and
services of a project
17
18. Product Based
Choose Analyse
measurements anomalous
to be made com ponents
Select Identify
components to anomalous
be assessed measurements
Measure
component
char acteristics
18
19. Process Based
De velop Assess product
Define process
product quality
No Yes
Improve Quality Standar di e
s
process OK process
19
21. Quality Management Plan
Quality
Quality Quality
Assuranc
Planning Control
e
(PMI - Planning) (PMI – Controlling)
(PMI – Execution)
Communicates the plan that will be used to ensure project quality
21
23. Criteria, Prevention & Inspection
Criteria Preventio Inspection
Driven n Driven Driven
QP is used to identify QA is about utilising all QC is about ensuring
the quality criteria the elements defined in that the products and
quality planning that are services of the project
that are relevant to needed to meet the
the project and to comply with relevant
customer’s
plan how to satisfy requirements quality standards and
them. about eliminating the
QA is a continuous causes of
QP lays out the roles process improvement unsatisfactory
and responsibilities, performance
QA involves managing
resources, the quality of the project
procedures, and deliverables. It is the ongoing quality
processes to be management and
utilised for QC and QA refers to the actual review of the process of
QA testing the entire doing the work of the
product before and project during its life
during delivery
cycle
23
24. Quality Planning
Quality Planning
Quality
Policy
Identify which quality standards
Standards
and are relevant to the project
Products Regulations Quality
and determine how to management
Descriptions
plan
satisfy them. Quality
Scope Planning should be Operational
Statement definitions
performed regularly and in
Other
parallel with the other Inputs for
Other
Process project planning processes. Processes
Checklists
Outputs
________________________
TOOLS
• Benefits/Cost Analysis
• Benchmarking
• Flowcharting
• Design of experience
• Cost of Quality
24
25. Quality Assurance
Quality Assurance
Involves following up to make
Quality Mgmt
plan sure everything is done
Operational
definitions correctly and fulfills the
Results of requirements of the project.
quality
Measurement
Quality assurance may be
Quality
provided by the project Improvement
team or any other
stakeholder responsible for
maintaining or assisting
with the maintenance of
quality for the project.
________________________
TOOLS
• Quality planning tools and
techniques
• Quality audits
25
26. Quality Control
Quality Control Completed
Checklists
Work results Monitoring specific project
Quality results to determine if they
Management
Plan comply with relevant quality
Products
Descriptions standards/guidelines that
are required in the quality
Quality
management plan, and Improvements
Operational
Definitions identifying ways to
eliminate causes of
Checklists Acceptance Decisions
unsatisfactory
performance. Rework
_____________________________________________________________
TOOLS Process
•
Inspection Adjustments
• Control Charts
• Pareto diagrams Completed Checklists
• Statistical sampling
• Flowcharting
• Trend analysis
26
27. Quality Components - Best Practice
Quality
Quality Assuranc Quality
Planning e Control
Continuous
Priorities: scope, process Inspection: e.g.
time, cost improvement: PM and team to
process analysis, inspect work
Scope statement removing non-
value activities, Scope verification:
Success criteria etc. to ensure product
is of good quality
Project metrics Prevention:
toward project prevention
quality activities before
management problems occur
Benchmark
quality: establish
a baseline 27
29. Integration - Satisfaction & Conformance
Generation
of
Front-end Concept Budgeting
alternative
customer developmen and earned-
candidate
process t value
projects
analysis planning
Customer
Satisfaction
Scope of and Project
work Metrics
Conform to
Specificatio
n
Schedulin Proto-
g Quality Quality typing
assurance audit
29
30. Front-End Customer Process Analysis
Understanding customer's business processes,
work setting, and market forces
Tools & Techniques
Process Assessment
Market Analysis
Discounting / Net Present Value (NPV)
Weighted Scoring Models
Scheduling Tools
30
31. Concept Development
Identifying alternative project ideas and
opportunities after full immersion in the
customer's key processes and product /
service mix
Tools & Techniques
Quality Function Deployment (QFD) Tools
31
32. Generation of Alternative Candidate
Projects
To create ideas and options via
brainstorming sessions
Tools & Techniques
Net Present Value
Weighted Scoring Models
32
33. Scope of Work
Provides an effective mechanism to
emphasise quality
Tools & Techniques
Scope Document
Project Schedule
Key Milestones
33
34. Scheduling
Accomplished by first developing a work
break- down structure and then
scheduling the tasks built into that
structure
Tools & Techniques
Developing a preliminary schedule with
resource assignments
Getting approval of the schedule from the
customer, stakeholders and project team
34
35. Budgeting & Earned Value
Earned value is an indicator of how much
work has been accomplished at any given
time in the project that has earned its
value
Tools & Techniques
Earned Value is calculated automatically by
any professional project management
software if budget costs have been entered
into the baseline schedule
35
36. Quality Assurance
Process of building quality into the definition,
design, production, and testing of the product
deliverable
Tools & Techniques
Statistical Analysis
Testing
Verifying
Validating Procedures to ensure that work is done
right the first time
36
37. Project Metrics
Metrics include earned value, budget
variance, verification and validation
measures
Tools and techniques
Metrics are tailored to the unique performance
requirements of the product
37
38. Prototyping
Process of demonstrating an early model
of the deliverable and how it will work
without having made major investments in
its design and development
Tools and techniques
Use of electronic and visual representations,
computer screens, models of products, and
graphics
38
39. Quality Audit
Postmortem review of the project process to
ensure that the experiences and documentation
are captured and assessed for the purpose of
improving future projects
Tools and techniques
Document Reviews
Interviews
Internal Control Analyses
39
41. Build Quality into Project Deliverables
Charter Team
Develop Work Plan Planning “Plan the Work”
“Doing The Right
Endorsement Thing ”
Manage the Work
Execution
“Work the Plan”
“Doing
Closure
Things Right”
41
42. Quality Blueprint Process
Measure and monitor
Identify improvement
opportunities
“Doing
Things Right”
Develop and Determine customers
execute solutions and suppliers
“Doing The Right
Thing ”
Describe and analyse Establish agreed upon
current process requirements
Identify gaps
42
43. “The best executive is the one who has
sense enough to pick good men to do
what he wants done, and self-restraint to
keep from meddling with them while they
do it.”
- Theodore Roosevelt
43