1. Quality and reliability management in projects

2. Quality in PM
Quality of the project product: meeting the specific objectives described in the customer’s specification
Quality of the project management process
Quality improvement needs continuity of operation
Importance of the project log & compilation of project history

3. Basic principles of managing quality
Fully documenting all processes and procedures to ensure traceability
Continual improvement of all processes in the organisation
This means that projects requires a quality plan as a part of the project management plan.

4. Reliabilty of the project product
Reliability:
The ability of an item to perform a required function under given conditions for a given time interval.
It is generally assumed that the item is in a state to perform the required function at the beginning of the time interval.
Reliability may be expressed quantitatively by measures such as the reliability function, the mean time to failure and the failure rate.
In some fields of application, the term reliability performance is used to designate the concept.

5. The reliability function
The probability of something operating for a certain amount of time without failure.
It is a function of time: a time value plus a probability value, like: there is a 95% chance that it will work without failure for 1 year.

6. It illustrates hypothetical failure rate over time.
The ’bathtube’ curve
Infant mortality
End of life wear-out
Normal life
Time
Failure rate
It illustrates hypothetical failure rate over time.

7. Quality and reliability concepts of project management
Maximizing the satisfaction of customer and interested parties needs is paramount
All work is carried out as a set of planned and interlinked processes
Quality and reliability must be built into both products and processes
Management is responsible for creating an environment for quality and reliability
Management is responsible for continual improvement

8. Maximizing the satisfaction of customers (and other interested parties) is paramount
Identifying and understanding these needs
Both stated and implied
Translating them into requirements
Ensure that all efforts are contributed to them
Establish good communication links with the customer
Other interested parties should be taken into account, too, if it is possible, but the customer is privileged if there is a conflict between their needs.

9. All work is carried out as a set of planned and interlinked processes
Project processes are for creating value for the customer through transformation of inputs into outputs.
Planning: indentifying and documenting the processes and their quality and reliability requirements;
Co-ordinating and integrating the processes;
Ensuring that the process have the appropriate skills, processes, material, equipment and specifications;
Monitoring and controlling the processes.

10. Quality and reliability must be built into both products and processes
Prevention of failure (mistakes and errors);
Detection is not enough;
Must be built into the design of the product;
It is required to combine the planned and controlled activities with
competent and quality-conscious personnel,
understanding the customer’s requirements and assessment.

11. Management is responsible for creating an environment for quality and reliability
Both in the parent organisation & in the project organisation.
Setting quality objectives which can be quantified
Providing an organisational structure and support which is conductive to meeting quality and reliability objectives
Involving all personnel in achieving quality

12. Management is responsible for continual improvement
Continually seeking to improve the PM process by learning from experience.
PM should not be treated as an isolated activity.
Built up a system to collect and analyse information from projects for continual improvement.

13. Project quality and the parent organisation
If the parent organisation do not adapt to the PM requirements (PM maturity is low) than a separate quality system should be necessary.
If there are two quality systems than there is a need for an interface between them.

14. Project processes and quality
Strategic processes
Interlinking processes
Operational processes

15. Strategic processes These processes set the direction of the project
Require the formal and agreed documentation of the customer needs
Policies for the operational processes
Procurement
Quality
Risk assessment and mitigation
Closure
Knowledge management
These policies should support operational processes and specify:
Performance measures to monitor progress
Timing of regular management reviews (are the objectives still valid?, is prevention or correction needed?)
Policies for proper closure

16. Interlinking processes
Since there are many interrelated processes of the project, any change will affect more than one process. Interlinking processes should handle these problems.
Recognising and manage the connections to avoid unwanted consequences.
The project management plan:
Integration of all subsidiary plans into a coherent one.
Interaction management:
Minimising the adverse effects of actions in one process on others.
Communication system and management.
Change management:
Assess change requests and prevent unauthorised changes.
Monitor the implementation of authorized changes.
Resolve conflicts.

17. Operational processes
Scope related processes:
translation of the customer’s requirements into activities
ensuring to stay between the defined scope
Communications:
Communications plan (what, why, when, who):
Collecting information
Distribution (avoid overload, too)
Storing of information
Formalised procedures (meetings, agenda etc.)
Personnel:
Environment (different from the parent organisation’s)
Staffing
Team management
Performance management

18. Reading
Textbook chapter 5