Quality and the QMP and QCP Quality Management

Quality and the QMP and QCP Quality Management Plan (QMP) Quality Control Plan (QCP) Bruce Schwickrath PMP 4/30/2008 So. MDPMI PMITraining 0

Agenda 1. Cost of Quality / What is Quality? 2. Quality Management Principals (PMBo. K) 3. Quality Management Plan (QMP) 4. Quality Control Plan (QCP) 5. Summary So. MD PMI Training 1

Is This a Quality Process? Marine One Helicopter VH-71 4 The cost of the fleet of 28 new VH-71 helicopters has jumped from $6. 1 billion (2005) to $11. 2 billion today. 4 Each unit will cost $400 Million 4 The first five helicopters are due in 2010, a year behind schedule. 4 The balance of twenty-three were to follow with a target date of 2015, but that has slipped to an unknown date. 4 White House, Congress and the Pentagon, attempt to grapple with yet another military hardware purchase that has expanded beyond initial parameters. Using a QMP and QCP can help improve the standard process and add control So. MD PMI Training 2

Why is Quality Important? According to the 2006 Standish Group report what % of projects are completed successfully? (With success being defined as finishing on time and on budget with required features and functions. ) 1. 16% 2. 23% 3. 34% 4. 47% 5. 72% So. MD PMI Training 3

Why is Quality Important? According to the 2006 Standish Group report what % of projects are completed successfully? (With success being defined as finishing on time and on budget with required features and functions. ) 1. 16% 2. 23% 3. 34% 4. 47% 35 percent of software projects can be categorized as successful 5. 72% So. MD PMI Training 4

Why is Quality Important? According to the 2006 Standish Group report what % of projects will be canceled before they ever get completed ? 1. 11% 2. 18% 3. 22% 4. 31% 5. 43% So. MD PMI Training 5

Why is Quality Important? According to the 2006 Standish Group report what % of projects will be canceled before they ever get completed ? 1. 11% 2. 18% 3. 22% Only 19 percent of software projects begun were outright failures. 4. 31% 5. 43% So. MD PMI Training 6

Why is Quality Important? According to the 2006 Standish Group report what % of projects for larger companies came in on-time and on-budget ? 1. 9% 2. 15% 3. 28% 4. 53% 5. 78% So. MD PMI Training 7

Why is Quality Important? According to the 2006 Standish Group report what % of projects for larger companies came in on-time and on-budget ? 1. 9% 2. 15% 3. 28% 4. 53% 5. 78% The larger the company the harder it is to communicate and get buy in So. MD PMI Training 8

Study by the Standish Group 431% of all projects are cancelled before completion 484% of projects run over schedule, over budget or both 452. 7% of projects will cost 189% of their original estimates 4 Average time overrun is 222% of original estimates Many things can hinder success, such as little or no executive sponsorship, lack of project management support, unclear vision/ requirements, no project plan and weak project processes. So. MD PMI Training 9

COST OF POOR QUALITY (COPQ) • External Failure Costs • Appraisal Costs –Warranty Adjustments –Receiving Inspection –Repairs –In-process Inspection –Customer Service –Setup for Testing –Returned Goods –Maintenance of Test Equipment –Product Recalls –Calibration of Quality Equipment • Prevention Costs • Internal Failure Costs –Quality Engineering –Scrap –Design Verification and Review to Evaluate the Quality of New Products –Rework –Quality Improvement Projects –Quality Data Gathering Analysis and Reporting –RE-INSPECTION of Rework –Downtime Caused by Defects –Failure Analysis Doing it wrong impacts you and the customer So. MD PMI Training 10

What is Quality? 4 Quality is defined as "the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs. " (© PMBOK Third Edition) 4 Quality is “the degree to which a set of inherent characteristics fulfill requirements. ” (© PMBOK DRAFT Fourth Edition) 4 Degree to which a set of inherent characteristic fulfills requirements. (© ISO 9000) 4 A subjective term for which each person has his or her own definition. In technical usage, quality can have two meanings: (© American Society for Quality) 1. The characteristics of a product or service that bear on its ability to satisfy stated or implied needs. 2. A product or service free of deficiencies. 4 "Products and services that meet or exceed customers' expectations" That expectation has two dimensions: "must-be quality" and "attractive quality “ (Kano and others) Exceeding customer expectations is good quality So. MD PMI Training 11

Quality Management Principals (PMBo. K) Filename/RPS Number 12

PMBo. K Integration Management 4. 0 Procurement Management Scope Management 12. 0 5. 0 Time Management Risk Management Project 11. 0 Management Knowledge Areas Communications 6. 0 Management Cost Management 10. 0 7. 0 Human Resources Management Quality Management 9. 0 8. 0 So. MD PMI Training 13

Quality Management Processes PMBo. K 4 Project Quality Management implements the quality management system by using policies, procedures, and the following processes: 1. Quality Planning Identifying relevant quality standards and how to apply them 2. Perform Quality Assurance Evaluating overall project performance on a regular basis 3. Perform Quality Control Monitoring specific project results for compliance with standards Identifying ways to eliminate causes of unsatisfactory results Quality Planning Perform Quality Assurance Perform Quality Control To improve Quality you need to plan. Falling to plan is planning to fail So. MD PMI Training 14

Quality Management Processes 4 Project Quality Management focuses on ensuring two things: 1. The quality of project management process 2. The quality of the products created during the project. 4 Quality Assurance activities monitor and verify that the processes used to manage and create the deliverables are followed and are effective. 4 Quality Control activities monitor and verify that project deliverables meet defined quality standards. 4 Perform Quality Control process monitors the output of projects and measures whether the results of a project meet customer requirements. Quality Planning Perform Quality Assurance Perform Quality Control A Quality product requires a stable Quality process So. MD PMI Training 15

PMBOK Elements Quality Planning Inputs 1 Enterprise environmental factors 2 Organizational process assets 3 Project scope statement 4 Project management plan Tools and Techniques Cost-benefit analysis Benchmarking Design of experiments Cost of quality (COQ) Additional quality planning tools Outputs 1 Quality Management Plan (Quality Assurance) (Quality Control) 2 Quality metrics 3 Quality checklists 4 Process improvement plan 5 Quality baseline Perform Quality Assurance Inputs 1 Quality management plan 2 Quality metrics 3 Process improvement plan 4 Work performance information 5 Approved change requests 6 Quality control measurements 7 Implemented change requests 8 Implemented corrective actions 9 Implemented defect repair 10 Implemented preventive actions Tools and Techniques Quality planning tools and techniques Quality audits Process analysis Quality control tools and techniques Outputs 1 Requested changes 2 Recommended corrective actions Perform Quality Control Inputs 1 Quality management plan 2 Quality metrics 3 Quality checklists 4 organizational process assets 5 Work performance information 6 Approved change requests 7 Deliverables Tools and Techniques Cause and effect diagram Control charts, Flowcharting Histogram, Pareto chart, Run chart, Scatter diagram, Statistical sampling, Inspection Defect repair review Outputs 1 Quality control measurements 2 Validated defect repair 3 Recommended corrective actions 4 Recommended preventive actions 5 Requested changes 6 Recommended defect repair 7 Validated deliverables So. MD PMI Training 16

Quality Management Plan 4 The Quality Management Plan defines the acceptable level of quality, which is typically defined by the customer, and describes how the project will ensure this level of quality in its deliverables and work processes. Quality management activities ensure that: – Products are built to meet agreed- upon standards and requirements – Work processes are performed efficiently and as documented – Non-conformances found are identified and appropriate corrective action is taken 4 Quality Management plans apply to project deliverables and project work processes. If expectations are not established you accept what you get So. MD PMI Training 17

Quality Management Plan 4 Quality Management Plan Components – Quality objectives – Key project deliverables and processes to be reviewed for satisfactory quality level – Quality standards – Quality Assurance and Control activities – Quality roles and responsibilities – Quality tools – Plan for reporting quality control and assurance problems 4 Who is involved – Project Manager – Project Team – Customer – Project Sponsor A comprehensive plan is the key to success So. MD PMI Training 18

Quality Management Plan 1. INTRODUCTION 1. 1 Purpose 1. 2 Scope 1. 3 Role and responsibilities 1. 4 Reference Documentation 2. QUALITY ASSURANCE ACTIVITIES 2. 1 Planning/scheduling/ assurance and control activities 2. 1. 1 Audits 2. 1. 2 Reviews 2. 2 Reporting 2. 3 Escalation 2. 4 Measures and Analysis 2. 5 Client QA Coordination ACRONYMS AND DEFINITIONS APPENDIX So. MD PMI Training 19

Quality Control Plan 4 QCP must be consistent with the QMP. It is to be used by the technical manager to manage technical quality aspects throughout product development. QCP should be developed as the first order of business upon project/product initiation. 4 The purpose of the QCP is to ensure: – Delivery of quality products meeting the agreed‑upon requirements from the QMP and is on schedule, and within budget; – Compliance with policies and technical criteria; – Clear lines of accountability during production; – Independent technical review performed consistent with these guidelines. The QCP is the project team’s response to the QMP So. MD PMI Training 20

Quality Control Plan 4 Quality Control Plan Components – Control objectives – Deliverables and Control process – Performance Requirements and Standards – Quality control audit schedules – Roles and responsibilities – Tools – Corrective action process – Communications 4 Who is involved – Project Manager – Project Team – Customer – Project Sponsor Control and measurement of the process and product yields improvement So. MD PMI Training 21

Quality Control Plan 1. INTRODUCTION 1. 1 Purpose and Scope 1. 2 Reference Documentation 1. 3 Project Description 1. 4 Approach and Philosophy 1. 5 Roles and Responsibilities 2. QUALITY CONTROL ACTIVITIES 2. 1 Performance Requirement and Criteria 2. 2 Reporting Schedule 2. 3 Corrective Actions 2. 4 Data Storage 2. 5 Maintaining the Quality Control Plan 2. 6 Communication and Reporting 2. 7 Training ACRONYMS AND DEFINITIONS APPENDIX So. MD PMI Training 22

Quality Control Plan and Measurement 4 Measurement should be able to: – spot trends in performance. – compare alternatives. – predict performance. 4 Measurement should be stated in either quantitative or qualitative terms 4 Performance should be clearly defined in a measurable entity (quantifiable) – Exceptional = 4 – Very good = 3 – Satisfactory = 2 – Marginal = 1 – Unsatisfactory = 0 4 Effective measurement allow for actionable responses if the performance is unacceptable Communications 4 There is little value in a measurement which identifies nonperformance if nothing can or will be done to remedy it. What get measured is what get addressed So. MD PMI Training 23

What do you measure in the QCP? 4 Product Delivery – Performance Satisfaction Surveys – Schedule – Cost – Specification Compliance – Defects – Accurate and Timely Communications 4 Service Delivery – Performance Requirements Deliverable – Schedule – Cost – Satisfaction Surveys – Quality Issue Report – Self-Assessment Performance Improved performance is achieved by understanding the problem So. MD PMI Training 24

Questions and Comments? 4 Clarification? 4 Concerns? 4 Process improvement tools Quality is a methodology that is not inspected in So. MD PMI Training 25

Other Presentations in the Future • Best Practices Integration: Lean Six Sigma and PMBo. K • Obtaining and Maintain PMP Certification • Project Management by Developing a Core Team So. MD PMI Training 26