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Project Quality Management Ghazala Amin, PMP Thursday, October 09, 2014.

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Presentation on theme: "Project Quality Management Ghazala Amin, PMP Thursday, October 09, 2014."— Presentation transcript:

1 Project Quality Management Ghazala Amin, PMP Thursday, October 09, 2014

2 10/9/20142Project Quality Management »Reference study materials ›A guide to the Project Management Body of Knowledge (PMBOK Guide), Chapter 8 ›Study notes ›Dr. Kerzner’s book, Chapter 23

3 10/9/20143Project Quality Management »What to study ›Difference between Quality Assurance and Quality Control ›Cost of Quality ›Statistical Concepts and Quality Tools ›Cost Trade-offs ›Quality Gurus (Crosby, Deming and Juran) ›Pareto and Fishbone Diagrams

4 10/9/20144Project Quality Management »Key Definitions ›Control Charts ›Cost of Quality ›Pareto Diagram ›Quality Assurance ›Quality Control ›Quality Plan ›Quality Policy ›Quality Planning ›Total Quality Management

5 10/9/20145Project Quality Management The Quality Movement »Quality is defined by the customer »Quality is linked with profitability »Quality has become a competitive weapon »Quality is now an integral part of strategic planning process »Quality requires an organization-wide commitment

6 10/9/20146Project Quality Management What is Quality »Quality is: ›the totality of characteristics of an entity which bear on its ability to satisfy stated or implied needs »Quality is not: › Excellence, Luxury, Prestige, or Grade

7 10/9/20147Project Quality Management »The processes required to ensure that the project will satisfy the needs for which it was undertaken

8 10/9/20148Project Quality Management Quality Planning »Quality planning involves identifying which quality standards are relevant to the project and determining how to satisfy them

9 10/9/20149Project Quality Management Goals of Quality Program »Customer satisfaction › the customer’s feelings about a product or service »Fitness for use › the product or service is capable of being used »Conformance to requirements › the condition of the product or service in relation to the customer’s requirements

10 10/9/201410Project Quality Management Quality Gurus Deming, Juran, Crosby

11 10/9/201411Project Quality Management Deming Cycle for Improvement ActPlan CheckDo Objectives Methods Train Execute Against Objectives How methods are Executed Immediate remedies Future Actions

12 10/9/201412Project Quality Management Dr. Juran's Quality Philosophy »Juran Trilogy: ›Quality Improvement, Planning & Control »Manufacturer Vs. Customer views: ›Adherence to Specs Vs. Fitness for Use »Legal Implications of Quality: ›Criminal, Civil, Appropriate Corporate Actions and Warranties

13 10/9/201413Project Quality Management Crosby’s Four Absolutes of Quality »Quality means conformance to requirements »Quality comes from prevention »Quality means that the performance standard is “zero defects” »Quality is measured by the cost of non- conformance

14 10/9/201414Project Quality Management The Cost of Quality »Real Cost of Poor Quality › All costs resulting from something not completed correctly the first time! »Types of Quality Costs: › Internal - defect exists in the product prior to shipment › External - defect exists in the product after shipment › Appraisal - cost incurred to determine the condition of the product › Prevention - costs incurred to reduce failure and appraisal cost

15 10/9/201415Project Quality Management Conformance Vs. Non-Conformance »Planning »Training and indoctrination »Product Design/Validation »Process Validation »Test and Evaluation »Quality Audits »Maint./Calibration »Field Testing Conformance (Quality) »Scrap »Rework »Material cost (additional) »Warranty repairs »Complaint handling »Liability Judgments »Product recall »Field Service »Expediting Non-Conformance

16 10/9/201416Project Quality Management Quality Assurance »Quality assurance is the planned and systematic activities implemented within the quality system to provide confidence that the project will satisfy relevant quality standards

17 10/9/201417Project Quality Management Quality Control »Quality control involves monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of unsatisfactory results

18 10/9/201418Project Quality Management QA and QC Tools & Techniques

19 10/9/201419Project Quality Management The Seven QC Tools IdentificationAnalysis Data Tables Cause and Effect Analysis Trend Analysis Pareto Analysis Histograms Scatter Diagrams Control Charts

20 10/9/201420Project Quality Management Cause and Effect - Fishbone Chart Time Energy Machine Measure Method People Material Environ. Major Defect Cause Effect »Identify major and minor causes for the defect »Classify in related groups »Visualize the group with the most causes

21 10/9/201421Project Quality Management Scatter Diagram »Plot the results of two variables »Show trends »Show distribution around Central tendency »Highlight Exceptions (out of tolerance condition) »Source of data for the Pareto Chart Y X

22 10/9/201422Project Quality Management Pareto Diagram Pareto's rule: A large number of defects are the result of a small number of causes. Fix the problems that are causing the greatest number of defects first. Primary Purpose: Focus improvement efforts on the most important causes 0 5 10 15 Noise Wobble Pressure Other

23 10/9/201423Project Quality Management Statistical Sampling »Prevention › Keep Errors out of production › Keep defects from reaching customers »Attribute Sampling › Conformance or non-conformance

24 10/9/201424Project Quality Management Statistical Sampling » Common Vs. Special Causes › Common -- Normal process variation › Special -- Unusual events »Tolerances › Acceptance range (product is acceptable or not) › Control limits (process is in or out of control)

25 10/9/201425Project Quality Management Control Chart »Process results over time »Process is in control when the number of defects fall within upper and lower control limits. »Process adjustments are immediate corrective actions based on QC measure. »Process can be improved to meet tighter control limits: Processes in control should not be adjusted. -10 -8 -6 -4 -2 0 2 4 6 8 10 - Upper Control Lower Control Lower Tolerance Upper Tolerance Time Number of defects - Process “A”

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