www'griffintate'com

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Project Management Quality

• SWO PMI
• Professional Development Day
• November 21, 2002
• W. Charles Slaven, PMP
• The Griffin Tate Group, Inc.
• Cincinnati, Ohio USA
• www.griffintate.com

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What is Quality?

• What makes a Quality Project?
• Can it be determined?
• How is it measured?
• What is the difference between Project Quality
  Product Quality?
• Is Quality the absence of defects?
• Regarding my Pen
• Is it a quality pen?
• Projects must deliver using Quality
• What the customer wants, needs or desires
• What the internal sponsor and the staff also
  want?

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Project Management

• ( A brief review)
• Initiating, Planning, Executing, Controlling and
  Closing Out a Project requires the Project
  Manager to address the Project Triad Where does
  Quality fit?

SCOPE
RESOURCES
TIME
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Project Quality

• Scope and Quality cannot be separated.
• The Acceptance or
• Quality Criteria must be defined and achieved on
  all key Deliverables!

SCOPE
RESOURCES
TIME
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Project Quality Management

• To accomplish superior project quality, we must
  implement processes that ensure the success of
  the project.
• The processes that enable this are
• Quality Planning
• Quality Assurance
• Quality Control

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What is Quality Planning?

• It is identifying the standards (or acceptance
  criteria) that are relevant to the project and
  determining how to satisfy them

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What is Quality Assurance ?

• A project should satisfy relevant quality
  standards if project evaluation processes are
  properly used during Execution.

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What is Quality Control?

• Monitoring activities that are performed during
  the Controlling Phase tell us if results comply
  with the standards / criteria set
• .
• Corrective and Preventive Actions are used to
  drive unsatisfactory performance from our
  projects

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How we achieve Project Quality?

• We achieve Project Quality Through
• Dedicated effort of setting standards for our
  work
• Understanding Customer Requirements (needs and
  desires)
• Implementing these requirements in all Actions
  and Plans and Documents through
• Planning
• Directing and
• Implementing
• Doing the right thing right - the first time and
  every time
• And by building on a strong foundation of using
  modern quality management tools to
• Monitor
• Evaluate
• Assess the process
• While conducting continuous improvement on the
  processes

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Project Management

• ( A high level review to set the stage for
  Quality Project Management)
• The Project Management Phases of Work apply to
  Project Quality Management and to all elements of
  the Project Management Discipline
• Initiation
• Planning
• Execution and Control
• Close-Out

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Quality Initiation

• Understanding the customers Requirements
• Determining the Final Deliverable Acceptance
  Criteria
• Establishing the Project Management Phases and
  Life Cycle Stages, if applicable
• Obtaining agreement on the technical approach to
  be used
• Reaching agreement on the Status reporting and
  project monitoring processes
• Setting the risk limits for scope risk with the
  Sponsor
• Obtaining the priorities from the Customer as to
  the tradeoffs between scope, schedule and cost /
  resources

 
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Quality Planning

• Outputs
• Quality Management Plan
• Operational Definitions
• Checklists
• Inputs to other Processes

• Inputs
• Quality Policy
• Scope Statement
• Product specification
• Standards and Regulations
• Other Process Outputs
• Tools and Techniques
• Design of Experiments
• Cost of Quality
• Benchmarking
• Flowcharting
• Cost / Benefits

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Quality Execution / Assurance

• Inputs
• Quality Management Plans
• Results of Quality Control Measures
• Operational Definitions
• Tools and Techniques
• Quality Planning Tools and Techniques
• Quality Audits
• Outputs
• Quality Improvement

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Quality Control

• Inputs
• Work Results
• Quality Management Plan
• Operational Definitions
• Checklists
• Tools and Techniques
• Inspections and Control Charts
• Statistical Sampling and Pareto charts
• Flowcharting and Trend analysis
• Outputs
• Rework and Completed Checklists
• Process Adjustments and Completed Checklists
• Quality Improvement and sometimes, Breakthroughs

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Quality Close-Out

• Documenting Lessons learned to improve the
  process for all projects and for all participants
• Quality is measured against expectations by the
• Team Members
• Stakeholders
• Sponsors
• Champions
• Customers
• Users

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What are the Primary Responsibilities of the PM ?

• Bringing mutual understanding of the customers
  requirements through analysis of the
• Stated requirements and
• Implied requirements
• Setting Customer Expectations
• Developing the project plan with the teams
  inputs and the acceptance of the customer and
  sponsor
• Maintaining contact with and monitoring and
  reporting progress to the customer and
  stakeholders

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Creating Successful Projects - a Quality
Perspective

• Initiation
• Get the required chartering data and hold a
  contracting conference
• Planning
• Getting the scope defined with acceptance
  criteria
• Planning for the risk and contingencies
• Setting the communication and accountability
  process in place
• Developing the plan with consensus based on data
• Execution and Control
• Monitoring and reporting progress of deliverables
  based on the Acceptance Criteria
• Managing and Controlling Change
• Close-Out
• Documenting Lessons learned and Assigning
  Corrective Actions
• Wrapping up the project and getting inputs from
  all Stakeholders
• Celebrating Success

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Applying Six Sigma to improve Project Quality

• Applying DOE to prototyping and pilots
• Implement DMAIC
• Drive out variation in your processes and drive
  in predictability
• Calculate and use Six Sigma Analyze the data
• Improve performance and analyzing the Cost of
  Poor Quality and eliminate Root Causes of defects
• Use PDCA to implement improvements
• Continue as long as improvements are cost
  justified
• Look for breakthrough opportunities use out of
  the box thinking

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A recap of what is critical

• Understand the risk acceptance profile of the
  project and take appropriate measures to reduce
  risk
• Plan your project to deliver to specific
  acceptance criteria based on the customers
  requirements
• Monitor and Control to the Plan
• Document lessons learned and define better
  practices to improve quality on the all projects

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Project Quality

• Quantify
• User driven
• Assurance and acceptance criteria
• Limits of acceptable risk
• Improvements focused
• Timely communication
• Your responsibility

• Planning including Initiation
• Requirements of scope
• Ongoing process
• Joint risk management process
• Evaluation
• Control and execution
• Tools and techniques

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Reviewing Project Quality Your Project

• Can you think of an example where the Quality of
  your Project suffered because of poor Quality
  Initiation, Planning, Execution and Control or
  Close-Out?
• How? Where? When? What? Why?
• Or a time when the tools of Quality Planning
  contributed to a creative solution?
• Why? Where? When? What? How?
• How Can You Use Your Knowledge and Understanding
  of Quality Planning to Improve the Performance of
  Your Project Team?
• Any Questions or Comments?

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Contact Information for Reference

• W. Charles Slaven, PMP
• The Griffin Tate Group, Inc.
• cslaven_at_griffintate.com
• www.griffintate.com
• Office 513 563 3545
• Cell 513 382 3511