Quality Tools for Project Managers

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Quality Tools for Project Managers

• PMI Honolulu Chapter
• July 18, 2007

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Presentation Overview

• Quality Management
• Six Sigma Overview and Methodologies
• Definition Tools
• Measurement Tools
• Analysis Tools
• Improvement Tools
• Control Tools
• Resources

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Quality Management

• From the PMBOK 3rd Edition Quality is the
  degree to which a set of inherent characteristics
  fulfill requirements
• Quality Management Processes include
• - Quality Planning
• - Quality Assurance
• - Quality Control

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Quality Management and PM

• Quality Management and Project Management both
  recognize the importance of
• Customer Satisfaction
• Prevention over Inspection
• Management Responsibility
• Continuous Improvement

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Six Sigma Philosophy
Eighty-five percent of the reasons for failure
to meet customer expectations are related to
deficiencies in systems and process rather than
the employee.
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Six Sigma Methodologies
DMAIC
DMADV
DMAC
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Commitment and Control

• Six Sigma is about
• Commitment to the CUSTOMER
• Control of customer experience to meet
  expectations via
• Continuous improvement
• Process Focus

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DMAIC and Project Life Cycle

Define
Initiating and Planning
Measure
Control
Control and Closure
Planning and Executing
Improve
Analyze
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STEP 2 MEASURE Determine the current process
performance
STEP 3 ANALYZE Determine root cause(s)
STEP 4 IMPROVE Generate, select implement
improvements
Step 1 DEFINE
STEP 5 CONTROL Institutionalize the improvement
implement ongoing monitoring
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Project Charter
BUSINESS CASE/ / PROBLEM STATEMENT
GOAL STATEMENT/ / FINANCIAL BENEFIT
Explain why you are doing this project a
description of the problem in clear, concise
measurable terms
Describe what you are trying to accomplish (your
goals). What are the results you plan to achieve
in addressing this problem?
It takes me from 10 to 45 minutes to get to work
in the morning. I cannot anticipate how long it
will take, so sometimes I am late for meetings
and irritable.
Find a way to get to work within 10 minutes
(consistently, safely and legally)
Problem Goal statements should be SMART
Specific, Measurable, Attainable, Relevant and
Time bound
PROJECT SCOPE
MILESTONE DATES / DECISION MAKING LEVEL
What is the process you will be focusing on? Are
there any constraints, limitations? Any resource
requirements (e.g. Systems)? Any known barriers
to your success?
What are the key steps dates to achieve your
goal? Who is responsible for all decisions?
My commute begins when I leave my garage and ends
when I pull into a parking stall in the Amfac
garage. I must comply with all state federal
laws.
Step 1 completed by 6/1/07 Step 2 completed by
6/3/07 Step 3 completed by 6/10/07 Steps 4 5
completed by 6/20/07 Steps 6 7 completed by
6/30/07
Many teams use the DMAIC Steps as key dates
Avoid Scope Creep keep scope narrow
Project Charter helps you complete the Project
Plan Keep in mind that it is reasonable to
revisit your Charter and make changes throughout
your project.
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Customer Requirements

Ask your customers/stakeholders about their needs
and priorities regarding your process/ service
through surveys, interviews or focus groups and
complete the table below.
Customer Need Key Issue(s)
Requirement
I hate driving in traffic!
Sometimes I get to work Speed
Driving to work must take less late and
miss meetings than 10 minutes
Translate Customer Needs to Requirements/Deliverab
les
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High Level Process MappingSIPOC

Suppliers Inputs Process
Outputs Customers
Internal External
What must my suppliers provide my process to meet
my needs?
What product or service does the process deliver
to the customer?
High level process steps
Whoever provides the inputs to your process?
Whoever receives the outputs of your process -
internal or external

• Leave garage
• Follow route to work
• Obey traffic signs
• Park Amfac garage

• Arrive at work

• FICOH
• Associates

• Gas in tank
• Car maintained
• Knowledge of laws
• Current parking decal

• Service station
• Jiffy Lube
• DMV

Helps to identify and illustrate scope and
stakeholders
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Stakeholder Analysis

• Stakeholder Analysis
• This tool helps you figure out who the key
  stakeholders are, how they feel about
• a change in your process now, and the level of
  support you need from them for
• your project to be a success.

Stakeholder Analysis for Change
Step 1 List each stakeholder along the
left side of the chart. Step 2 Identify
where each stands with regards to change.
Consider both objective evidence and
subjective opinion. Legend X Current 0
Level of Support Needed
Names Strongly Moderately
Neutral Moderately Strongly
Against Against
Supportive
Supportive
My boss
X
0
What Can I Do To Make My Stakeholder(s) More
Supportive?
My boss Make sure he/she understands why I am
doing this project whats the benefit to
him/her
Can also be done after problem identification and
implementation of potential solutions
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STEP 2 MEASURE Determine the current process
performance
STEP 1 DEFINE Describe the Problem and define
the current process
STEP 3 ANALYZE Determine root cause(s)
STEP 1
STEP 4 IMPROVE Generate, select implement
improvements
Step 2 MEASURE
STEP 5 CONTROL Institutionalize the improvement
implement ongoing monitoring
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Data Collection Plan

Collect Your Data Plan Your Work, Work Your
Plan Prepare to gather baseline measures of
your process capability. Fill out the Data
Collection Plan.
What will you be
How will you
Who will
How often will you
Collecting?
Collect it?
Collect it?
Collect it?
Time to drive to work from leaving my garage to
pulling into a parking stall in the Amfac garage
In Minutes on the data collection log
Every morning I drive to work
Myself
Remember, a good data collection plan has at
least one output, process input measure! Dont
measure for measures sake - know WHY you are
collecting data - WHAT will it tell you
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Defect Definition

Define your Defects and Measures Determine
how to measure the defects for each customer
requirement. In the example, the customer hates
driving in traffic because they arrive at work
late. The requirement would be Speed. Complete
the form below.
Customer Requirement What is a
defect in the process How do we measure this?

from the customers perspective?
Speed
Any drive to work that takes 10 minutes or
longer
Time to drive to work (continuous data) from
leaving my garage to pulling into a parking stall
in the Amfac garage
Whenever possible, use Continuous data (i.e.
time) vs. Discrete data (yes/no).
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STEP 2 MEASURE Determine the current process
performance
STEP 1 DEFINE Describe the Problem and define
the current process
STEP 3 ANALYZE Determine root cause(s)
STEP 1
STEP 4 IMPROVE Generate, select implement
improvements
Step 3 ANALYZE
STEP 5 CONTROL Institutionalize the improvement
implement ongoing monitoring
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Control Charts

Identify Variation

• There is a lot of variation in this process
• The average cycle time over three months in rush
  hour traffic is 13 minutes
• Any point outside of the control limits must be
  investigated for explanation/cause
• (i.e. why did some commutes take from 25-40
  minutes?)

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Root Cause Pareto Chart

• Root Cause Identification
• Data stratification - break down data into
  sub-categories (Pareto is commonly used)

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Root Causes for Long Drive Time
Accidents
Weather
Other
Road Work
Stall Cars
Remember the 80/20 Rule 80 of the problems are
driven by 20 of the causes
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Root Cause Map Analysis

• Root Cause Identification
• Sub-Process Mapping Analysis - detailed map of
  the section of the process you have
• chosen to focus on, then determine which
  steps are value added or non-value added

Can be part of Quality Planning and Quality
Control
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Root Cause Fishbone Analysis

• Root Cause Identification
• Cause Effect Diagram - Fishbone

Can be part of Quality Planning and Quality
Control
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STEP 2 MEASURE Determine the current process
performance
STEP 1 DEFINE Describe the Problem and define
the current process
STEP 3 ANALYZE Determine root cause(s)
STEP 1
STEP 4 IMPROVE Generate, select implement
improvements
STEP 4 IMPROVE
STEP 5 CONTROL Institutionalize the improvement
implement ongoing monitoring
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List of Solutions

Brainstorm solution ideas and write them in this
box List the criteria by which you will
evaluate the different solutions you generated
above. Classify them into Required (R) and
Desired (D) below

• Leave home by 7am
• Listen to KSSK for the accident report and plan
  alternative route
• Leave home by 7am and follow all traffic laws
• Never schedule a meeting before 800am

Solution Criteria R or D

• Have to get to work on time R
• Drive carefully - no accidents R
• Remain calm - no road rage D

Tools to help manage idea/solution generation and
selection
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Evaluate Solutions

To evaluate the different solutions, fill out the
Solution Selection Matrix below
STEP 1
List all the solutions from 1a on the preceding
page
STEP 2
List the criteria from 1b on the preceding
page. Separate Must Haves from Wants
Solution 1 Leave home by 7am
Solution 2 Listen to KSSK
Solution 3 Follow all traffic laws
Solution 4 No mtg before 8am
Criteria Required (R) Desired (D)
Have to get to work on time
X
X Drive carefully - no accidents
X
X X
Only for those solutions that met 100 of your
MUST HAVES, proceed to rank the WANTS
Remain calm - no road rage

X
STEP 3 Compare each solution to the list of
Requireds and place a check mark in the column
if it meets that criteria.
Only solutions that meet ALL Requireds are
considered viable solutions and go on to Step 4.
Any solution that does not
meet all Required criteria are eliminated. In
this example, Solutions 1 3 are viable. STEP
4 Compare the viable solutions to the list of
Desired and place a check mark in the column if
it meets that criteria. Pick
the solution(s) that meets 100 of your Required
and most of your Desired. In this example,
Solution 3.
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Weighted Decision Selection Matrix
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Review Risk

Assess Risk - For your solutions, ask
yourself, What could go wrong? (potential
problems) and How could you prevent them?
- Fill out the worksheet below
Solution Potential
Problem How to Prevent
Leave home by 7am and Not wake up in time to
leave by 7am Go to bed earlier follow all traffic
laws Traffic could be just as bad as
before Test this solution
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FMEA
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Implementation Plan

List all key activities necessary for the
implementation of your solution(s). Dont
forget steps to communicate the change steps to
train others in the new process.
Activities/Steps to Implement
Target Date Actual Date
Test run route at 7am to make sure traffic is
lighter June 20 Read Drivers License
Manual to brush up on laws June
20 Inform boss and process owners of
improvement June 25
Can also be used for project status/performance
reporting
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STEP 2 MEASURE Determine the current process
performance
STEP 1 DEFINE Describe the Problem and define
the current process
STEP 3 ANALYZE Determine root cause(s)
STEP 1
STEP 4 IMPROVE Generate, select implement
improvements
Step 5 CONTROL
STEP 5 CONTROL Institutionalize the improvement
implement ongoing monitoring
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Document Procedures

Write procedures for how the new process should
work. These procedures can be used as a
training tool for new employees or a reference
manual for back-up associates.
Steps in the process

Exceptions (including description)

(Note
exceptions, if any)
Step 1 Step 2 Step 3 Step 4 Step
5 Step 6
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Project Completion

• A project is considered complete when all of the
  following have been accomplished
• Implementation of your solutions has been
  completed
• One round of measurements has been completed
• All necessary process documentation has been
  completed
• Improved process and all documentation has been
  handed over to the Process Owner, confirming that
  they will continue to monitor this process
• Lessons Learned documents for future improvements

Dont forget your Lessons Learned and Quality
Audit
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Process Quality Tools for Project Managers

Quality Tool
Purpose PM
Application
ID Suppliers, Inputs, Process, Output and
Customers
Scope definition Stakeholder Analysis Transition
Planning
SIPOC
Customer Requirements Table
ID Customer Needs
Stakeholder Analysis Deliverables Definition
Data Collection Plan
Collects and analyzes data in structured form
Project Execution Quality Planning / Assurance
Defect Definition
Specifies out of bounds conditions
Quality Planning Project Status Reporting
Control Chart
Shows how a process changes over time - variation
Quality Control Project Status Reporting
Tools included in the PMBOK
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Process Quality Tools for Project Managers

Quality Tool
Purpose PM
Application
Pareto Chart
Bar chart to determine priorities (80/20 rule)
Project Initiation / Prioritization Quality
Control
Review process to eliminate variation /
duplication
Project Initiation / Prioritization Quality
Assurance
Map Analysis
Ishikawa diagram (or cause and effect or fishbone
diagram)
Brainstorm about root causes
Project Execution Quality Control
Brainstorm / Affinity Diagram
Organizes a large of ideas into natural
relationships
Quality Planning/Control Creating WBS
Solution Analysis
Rank and prioritize problem fixes
Decision making Issues resolution
Tools included in the PMBOK
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Shared Project and Quality Tools

PM Tool Purpose
Quality Application
Project Plan
Define scope and goals and assign
responsibilities
Define
Ensure customer needs are met and addressed
Define and Analyze
Stakeholder Analysis
Risk Review
Plan for things that are out of our control
Improve
Implementation Plan
Identify actions and due dates for baseline
Improve and Control
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Resources

• A Guide to the Project Management Body of
  Knowledge (PMBOK Guide) Third Edition
• Six Sigma Information
• Six Sigma Exchange www.sixsigmaexchange.com
• International Quality www.iqpc.com
• Productivity Center
• Resources for Implementing www.isixsigma.com
  Six Sigma Quality
• Six Sigma Tools
• Business Process Improvement Toolboxby Bjorn
  Andersen
• The Six Sigma Way Team Fieldbookby Peter S.
  Pande, Robert P. Neuman, Roland R. Cavanagh
• Six Sigma Memory Jogger www.goalopc.com

Stephanie Lum Martha SamsonServco Pacific,
Inc. Servco Pacific, Inc.(808)
564-2020 [phone]