© 2008 Prentice Hall8-1 Introduction to Project Management Chapter 8 Managing Project Quality Information Systems Project Management: A Process and Team Approach, 1e Fuller/Valacich/George

© 2008 Prentice Hall8-2 Quality According to PMBOK, project quality is defined as “the degree to which a set of inherent characteristics fulfill requirements.”

© 2008 Prentice Hall8-3 Importance of Quality Determined by industry or tolerance for error Critical: health or safety related

© 2008 Prentice Hall8-4 The failure stopped all UK flights for 20 minutes Wednesday, 27 March, 2002, 23:37 GMT

© 2008 Prentice Hall8-5 Flights halted by computer glitch Thousands of travellers have been stranded in UK airports after a major air traffic control computer system crashed. Hundreds of flights were cancelled or delayed after the computers which provide flight schedule information for air traffic controllers broke down in the middle of Wednesday afternoon. All UK flights were stopped for 20 minutes, while those in London and the South-East were affected for much longer. By Wednesday evening, although the computers were back up and running, flights leaving the region and those inbound from Europe were still operating at half the normal rate. Richard Wright, a spokesman for National Air Traffic Services (Nats) said the region would not be fully back up until Thursday morning. 'No safety issues' He explained that the glitch meant all the routes and schedules information normally produced by the computer - called flight strip - had to be prepared by hand. Mr Wright said the issue was one of speed only, and there were no safety implications. "There was no loss of radio communication between the pilots and the controllers and no loss of information on the radar screens." Mr Wright said the failure happened to a system based at West Drayton, near Heathrow in west London. He said it was not connected with the computers at the new Swanwick air traffic control centre in Hampshire, which was dogged with computer problems before it opened six years late in January. A very similar incident occurred two years ago, delaying soccer legend Sir Bobby Charlton on his way to see England's crucial Euro 2000 match in Belgium. Nats was privatised last summer, but ran into financial difficulties after the 11 September attacks on the US, which caused a slump in trans-Atlantic traffic from which it makes about 44% of its income. Transport Secretary Stephen Byers confirmed last week that the service would be bailed out with £30m of public money and a £30m bank loan.

© 2008 Prentice Hall8-6 New baggage problems at T Plans for Heathrow Terminal 5 to operate its first full schedule of flights have been hit by a new problems with the baggage system. Airport operator BAA's computer system, which sorts bags before they are loaded onto flights, malfunctioned and manual sorting had to be carried out. This saw BA cancel 12 short haul return flights (a total of 24 flights) at Terminal 5 today.Heathrow A spokeswoman for the airline described the problems today as ‘incredibly disappointing’ but said the airline was working with BAA to resolve the situation as quickly as possible. BAA said the problem was entirely its responsibility. A spokeswoman for BAA said: ‘We apologise to BA and all of the passengers who have been affected. Our specialist staff are working hard to resolve the problem and keep disruption to a minimum. We know what the problem is. We have a potential solution and we are having to carefully consider how and when we apply this to avoid further problems. Engineers will work through the night to rectify the identified problem and to provide BA with a fully-operational baggage system.’ BA had hoped to operate a full schedule on Saturday for the first time since the problems which hit the terminal's opening day just over a week ago.

© 2008 Prentice Hall8-7 Quality Within Project Management Required in all stages –Initiation and closure Goals and level of achievement (lessons learned) –Planning Determine ways to control quality –Execution and control Feedback mechanisms to monitor and adjust

© 2008 Prentice Hall8-8 Quality Can Be Applied To: –The project team Sets performance expectations –Processes Identifies ways to control quality –Success level Allows team to determine the level of quality attainment

© 2008 Prentice Hall8-9 Pioneers in Quality Management Deming –14 points of quality Juran –Pareto Principle (80/20 rule) Crosby –4 absolutes of quality management Ishikawa –Cause and effect diagram (Fishbone diagram)

© 2008 Prentice Hall8-10 Crosby: Four Absolutes of Quality Management

© 2008 Prentice Hall8-11 Balanced Scorecard Developed by Kaplan & Norton 4 views of organizational activity –Learning and Growth –Business Process –Customer –Financial

© 2008 Prentice Hall8-12 Quality Standards ISO9000 –Quality management focus Customer quality requirements Regulatory requirements Enhance customer satisfaction Continual improvement – Six Sigma –To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities –Champion, Master Black Belt, Black Belt, Green Belt proficiency designations

© 2008 Prentice Hall8-13 Certificates/Awards Baldridge National Quality Program –Designed to encourage organizations increase their competitiveness by focusing on: Delivering ever improving value to customers Improving overall organizational performance – Total Quality Management (TQM) –A description of the culture, attitude, and organization of a company that strives to provide customers with products and services that satisfy their needs –Emphasizes processes being done right the first time and defects and waste eradicated from operations

© 2008 Prentice Hall8-14 IS/IT Quality Where do you focus? How do you measure? What is the return on investment?

© 2008 Prentice Hall8-15 Quality Planning Quality planning –The process of identifying relevant quality standards and developing a plan to ensure the project meets those standards

© 2008 Prentice Hall8-16 PMBOK Project Quality Management Inputs, Tools, and Outputs

© 2008 Prentice Hall8-17 PMBOK Required Inputs, Tools and Techniques Used, and Resulting Outputs During Quality Planning

© 2008 Prentice Hall8-18 Quality Planning – Inputs Enterprise factors –Government regulations –Standards or rules specific to organization’s product or service Organizational process assets –Quality policies/procedures/guidelines –Lessons learned Project scope statement Project management plan

© 2008 Prentice Hall8-19 Quality Planning – Techniques Cost/benefit analysis –An evaluation of the costs and benefits of alternative approaches to a proposed activity to determine the best alternative Benchmarking –Study of a competitor’s product or business practices in order to improve the performance of one’s own company Capability Maturity Model (CMM) –Used to determine an organization’s capability with respect to best practices within a specific industry

© 2008 Prentice Hall8-20 Capability Maturity Model Quality Planning – Techniques (cont.)

© 2008 Prentice Hall8-21 Quality Planning – Techniques (cont.) Design of experiments –Application of selected statistical techniques to test the efficiency of certain project management approaches by testing factors that may influence a specific variable – phttp:// p

© 2008 Prentice Hall8-22 Cost of quality analysis (COQ) –Cost to improve or ensure quality measures, as well as the cost associated with a lack of quality – 497.htmhttp:// 497.htm Quality Planning – Techniques (cont.)

© 2008 Prentice Hall8-23 Types of Quality Costs

© 2008 Prentice Hall8-24 Reducing Software Quality Costs Avoiding any failure costs by driving defects to zero Investing in prevention activities to improve quality Reducing appraisal costs as quality improves Continuously evaluating and altering preventive efforts for more improvement

© 2008 Prentice Hall8-25 Quality Planning – Outputs Quality management plan –A plan specifying how quality measures will be implemented during a project Quality metrics –Operational definitions of specific, processes, events, or products, as well as an explanation of how they will be measured in terms of quality Quality checklists –Tools used to ensure that a specific set of actions has been correctly performed

© 2008 Prentice Hall8-26 Quality Planning – Outputs (cont.) Process improvement plan –A plan specifying how to identify wasteful and non- value added activities Quality baseline –The basis for which project quality is measured and reported Updates to project management plan –Incorporation of quality management plan outputs into project management plan

© 2008 Prentice Hall8-27 Quality Assurance The process of ensuring that the project meets the quality standards outlined during the quality planning phase

© 2008 Prentice Hall8-28 PMBOK Required Inputs, Tools and Techniques Used, and Resulting Outputs During Quality Assurance

© 2008 Prentice Hall8-29 Quality Assurance – Inputs Quality management plan Quality metrics Process improvement plans Work performance information Approved change requests Quality control measures Implemented –change requests –corrective actions –defect repairs –preventive actions

© 2008 Prentice Hall8-30 Quality Assurance – Tools & Techniques Quality planning tools and techniques can be applied Quality audits –Structured and independent review activities designed to review other quality management procedures and to identify potential lessons learned Process analysis –Examines how a process is performed

© 2008 Prentice Hall8-31 Quality Assurance – Outputs Requested changes Recommended corrective actions Updates to organizational process assets Updates to the project management plan

© 2008 Prentice Hall8-32 Quality Control The monitoring of project activities in order to determine if specified quality standards are being met

© 2008 Prentice Hall8-33 PMBOK Required Inputs, Tools and Techniques Used, and Resulting Outputs During Quality Control

© 2008 Prentice Hall8-34 Quality Control – Inputs Quality management plan Quality metrics Quality checklists Organizational process assets Work performance information Approved change requests Deliverables

© 2008 Prentice Hall8-35 Work Performance Information Status summaries of : –Project deliverables –Any collected performance measures –Implemented changes from the original project management plan

© 2008 Prentice Hall8-36 Quality Control – Tools & Techniques Cause and effect diagrams (Ishikawa) Control charts Pareto charts Flowcharts Histogram Run chart Scatter diagram Statistical sampling Inspection review Defect repair review

© 2008 Prentice Hall8-37 Ishikawa (fishbone) Diagram Sample

© 2008 Prentice Hall8-38 Control Chart Sample

© 2008 Prentice Hall8-39 Pareto Chart

© 2008 Prentice Hall8-40 Quality Control – Outputs Quality control measurements Validated defect repair Updates to the quality baseline Recommended correction actions Recommended preventative actions Requested changes Recommended defect repair Updates to organizational process assets Validated deliverables Updates to project management plan

© 2008 Prentice Hall8-41 Questions?