1. B U D I L U H U R U N I V E R S I T Y POST GRADUATE PROGRAM MAGISTER ILMU KOMPUTER IT PROJECT MANAGEMENT

2. PROJECT QUALITY MANAGEMENT

3. 3 2010 Quality ISO (The International Organization for Standardization, founded on Feb 23 1947):  The degree to which a set of inherent characteristics fulfills requirements (ISO 9000:2000)  The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs  Other description:  conformance to requirements: meeting written specifications  fitness for use: ensuring a product can be used as it was intended

4. 4 2010 PROCESS OUTPUT FACILITIES SUPPORTING PROCESS ; INSTRUCTIONS PERSONNEL: COMPETENCE REQUIREMENTS OBJECTIVES; PERFORMANCE MEASUREMENTS INPUT TURTLE DIAGRAM OF A PROCESS

5. 5 2010 Project Quality Management Processes Plan 1. Plan Quality Execute 2. Perform Quality Assurance Control 3. Perform Quality Control

6. 6 2010 1 – Plan Quality  Identifying which quality standards are relevant to the project and how to satisfy them  Should be performed in parallel with the other project planning processes

7. 7 2010 Plan Quality INPUTOUTPUT 1. Scope baseline 2. Stakeholder register 3. Cost performance baseline 4. Schedule baseline 5. Risk register 6. Enterprise environmental factors 7. Organizational process assets 1. Quality management plan 2. Quality metrics 3. Quality checklist 4. Process improvement plan 5. Project document updates TOOLS & TECHNIQUES

8. 8 2010 Plan Quality Inputs 1 Scope baseline Scope statement; WBS; WBS dictionary 2 Stakeholder register This register identifies stakeholders with a particular interest on quality 3 Cost performance baseline Documents the accepted time phase used to measure cost performance 4 Schedule baseline Documents the accepted schedule performance measures including start and finish dates

9. 9 2010 Plan Quality Inputs 5 Risk register Contains information on threats and opportunities that may impact quality requirements 6 Enterprise environmental factors Governmental agency standard, rules, etc 7 Organizational process assets Organizational quality policies, procedures, guidelines, lessons learned, etc

10. 10 2010 Plan Quality Tools & Techniques 1. Cost-benefit analysis  Primary benefit: less rework (higher productivity); increase stakeholder satisfaction  Primary cost: expense associated with the quality management activities 2. Cost of quality (COQ)  Includes all costs in preventing nonconformance to requirements 3. Control charts  Used to determine whether or not a process is stable or has predictable performance 4. Benchmarking

11. 11 2010 Plan Quality Tools & Techniques 5. Design of experiments (DOE)  Statistical method  A framework for systematically changing all of the important factors 6. Statistical sampling 7. Flowcharting

12. 12 2010 Plan Quality Tools & Techniques 8. Proprietary quality management methodology  Six sigma; Quality function deployment, ect 9. Additional quality planning tools (brainstorming, prioritization matrices, force field analysis, etc)

13. 13 2010 Plan Quality Outputs 1. Quality management plan  describes how the PM team will implement the performing organization’s quality policy  Must address QC; QA; continuous improvement. 2. Quality metrics (operational definitions: describe what something is and how to measure the quality)

14. 14 2010 Plan Quality Outputs 3. Quality checklist a structured tool used to verify that a set of required step has been performed 4. Process improvement plan Subsidiary of PM plan Objectives: increasing customer value (process boundaries; process configuration; process metrics; targets for improved performance) 5. Project document updates  Exp: stakeholder register, responsibility assignment matrix, etc

15. 15 2010 2 - Perform Quality Assurance  Applying the planned systematic quality activities to ensure that the project employs all processes needed to meet requirements  QA provides an umbrella for continuous process improvement

16. 16 2010 Perform Quality Assurance INPUTOUTPUT 1. Project management plan 2. Quality metrics 3. Work performance information 4. Quality control measurements 1. Organization process assets updates 2. Change request 3. Project management plan updates 4. Project document updates TOOLS & TECHNIQUES

17. 17 2010 Quality Assurance Tools & Techniques 1. Plan Quality & Perform Quality tools and techniques 2. Quality audits Independent review to determine whether project activities comply with the organizational and project policies, processes, and procedures 3. Process analysis : a part of process improvement plan

18. 18 2010 3 - Perform Quality Control INPUTOUTPUT 1. Quality management plan 2. Quality metrics 3. Quality checklist 4. Work performance measurements 5. Approved change requests 6. Deliverables 7. Organizational process assets 1. Quality control measurements 2. Validated changes 3. Validated deliverables 4. Organizational process assets updates 5. Change requests 6. Project management plan updates 7. Project document updates TOOLS & TECHNIQUES

19. 19 2010 Quality Control Tools & Techniques 1. Cause and effect diagram 2. Control charts 3. Flowcharting 4. Histogram 5. Pareto chart 6. Run chart 7. Scatter diagram 8. Statistical sampling 9. Inspection 10. Approved change requests review

20. 20 2010 Schwalbe: Figure 8-6. Sample Fishbone or Ishikawa (Cause and Effect) Diagram

21. 21 2010 Schwalbe: Figure 8-3. Sample Quality Control Chart

22. 22 2010 Schwalbe: Figure 8-4. Testing Tasks in the Software Development Life Cycle

23. 23 2010 Example of histogram Pareto diagram (Schwalbe, ITPM ed 3)

24. 24 2010 Run chart  Shows the history and pattern of variations  Used in trend analysis (e.g. In technical performance; cost and schedule performance) Scatter diagram  Shows the pattern of relationship between two variables Statistical sampling  Choosing part of a population of interest for inspection Inspection  Examination of a work product to determine whether it conform to standard Defect repair review  An action taken to ensure that product defects are repaired and brought into compliance with the requirements or specifications

25. 25 2010 IMPROVING INFORMATION TECHNOLOGY PROJECT QUALITY Several suggestions for improving quality for IT projects include  Leadership that promotes quality  Understanding the cost of quality  Focusing on organizational influences and workplace factors that affect quality  Following maturity models to improve quality

26. 26 2010 Leadership  “It is most important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen below.” (Juran, 1945)  A large percentage of quality problems are associated with management, not technical issues

27. 27 2010 The Cost of Quality  The cost of quality is  the cost of conformance or delivering products that meet requirements and fitness for use  the cost of nonconformance or taking responsibility for failures or not meeting quality expectations

28. 28 2010 Costs Per Hour of Downtime Caused by Software Defects (Schwalbe, Table 8-5)

29. 29 2010 Five COST CATEGORIES Related to Quality  Prevention cost: the cost of planning and executing a project so it is error-free or within an acceptable error range  Appraisal cost: the cost of evaluating processes and their outputs to ensure quality  Internal failure cost: cost incurred to correct an identified defect before the customer receives the product  External failure cost: cost that relates to all errors not detected and corrected before delivery to the customer  Measurement and test equipment costs: capital cost of equipment used to perform prevention and appraisal activities25

30. 30 2010 Organization Influences, Workplace Factors, and Quality  A study by DeMarco and Lister showed that organizational issues had a much greater influence on programmer productivity than the technical environment or programming languages  Programmer productivity varied by a factor of one to ten across organizations, but only by 21% within the same organization  The study found no correlation between productivity and programming language, years of experience, or salary  A dedicated workspace and a quiet work environment were key factors to improving programmer productivity

31. 31 2010 Maturity Models Maturity models are frameworks for helping organization improve their processes and systems  Software Quality Function Deployment model focuses on defining user requirements and planning software projects  Capability Maturity Model of The Software Engineering Institute’s provides a generic path to process improvement for software development (1984)  Capability Maturity Model Integration (CMMI) is replacing CMM  Organizational Project Management Maturity Model (OPM3) of PMI

32. 32 2010 Project Management Maturity Model Adaptive Managed Organized Abbreviated Ad-hoc

33. 33 2010 Project Management Maturity Model 1.Ad-Hoc:  The PM process is described as disorganized, and occasionally even chaotic  The organization has not defined systems and processes  Project success depends on individual effort.  There are chronic cost and schedule problems. 2.Abbreviated:  There are some PM processes and systems in place to track cost, schedule, and scope.  Project success is largely unpredictable  Cost and schedule problems are common.

34. 34 2010 Project Management Maturity Model 3. Organized:  There are standardized, documented PM processes and systems that are integrated into the rest of the organization  Project success is more predictable  Cost and schedule performance is improved. 4. Managed:  Management collects and uses detailed measures of the effectiveness of PM.  Project success is more uniform  Cost and schedule performance conforms to plan.

35. 35 2010 Project Management Maturity Model 5. Adaptive:  Feedback from the PM process and from piloting innovative ideas and technologies enables continuous improvement.  Project success is the norm  Cost and schedule performance is continuously improve

36. 36 2010 P M Maturity model (The International Institute for Learning, Inc) Continuous Improvement Benchmarking Singular Methodology Common Process Common Language

37. 37 2010 Using Software to Assist in Project Quality Management  Spreadsheet and charting software helps create Pareto diagrams, Fishbone diagrams, etc.  Statistical software packages help perform statistical analysis  Specialized software products help manage Six Sigma projects or create quality control charts  Project management software helps create Gantt charts and other tools to help plan and track work related to quality management

38. PROJECT QUALITY MANAGEMENT THEEND-