pmbok chapter 7 - quality

8/3/2019 PMBOK Chapter 7 - Quality

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Chapter 7:

Project Quality Management

adopted from PMIs PMBOK 2000 and

Textbook : Information Technology Project Management(author : Dr. Kathy Schwalbe)


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Contents

Importance of Project Quality Management

Project Quality Management Processes

Quality planning, Quality assurance, Quality control

Quality Model: Malcolm Baldridge NationalQuality Award (MBNQA), CMM and ISO 9000

Software test

Methods to improve IT Project Quality

leadership

cost of quality

organizational and workplace factors

maturity models


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Quality of Information

Technology Projects Many people joke about the poor quality of ITproducts (MS windows joke!!)

People seem to accept systems being down

occasionally or needing to reboot their PCs

But quality is very important in many IT projects

Software quality is the key development in

modern IT industry. MicroSoft has spend 25% ofthe R&D in software reliability.

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What Is Project Quality

Management? The International Organization forStandardization (ISO) defines quality as the

totality of characteristics of an entity that bear on

its ability to satisfy stated or implied needs

Other experts define quality based on

conformance to requirements: meeting written

specifications

fitness for use: ensuring a product can be used as it

was intended

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Project Quality Management

Processes Project quality management includes thoseprocesses required to ensure that the projectsatisfies the needs for which it was undertaken.

There are 3 processes in Project qualityManagement:

Quality planning planning phase

Quality assurance executing phase

Quality control control phase

Compare to Jurans quality trilogy: Quality plan,Control control and Quality improvement

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Modern Quality Management

Modern quality management

requires customer satisfaction

prefers prevention to inspectionrecognizes management responsibility for

quality

Noteworthy quality experts includeDeming, Juran, Crosby, Ishikawa, Taguchi,

and Feigenbaum

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Quality Experts

Deming was famous for his work in rebuilding Japan andhis 14 points

Juran wrote the Quality Control Handbook and 10 steps toquality improvement

Crosby wrote Quality is Free and suggested thatorganizations strive for zero defects

Ishikawa developed the concept of quality circles andusing fishbone diagrams

Taguchi developed methods for optimizing the process ofengineering experimentation

Feigenbaum developed the concept of total quality control

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Quality Planning

11th of 21 of planning phase process

It is important to design in quality and communicate

important factors that directly contribute to meeting the

customers requirements know what customer want is the key in quality

but it is quite difficult to get this information

Design of experiments helps identify which variable have the

most influence on the overall outcome of a process

Many scope aspects of IT projects affect quality like

functionality, features, system outputs, performance,

reliability, and maintainability

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Inputs to Quality Planning

Quality policy

Defined by the ISO as the overall intentions anddirection of an organization with regard to quality as

formally expressed by top management. The performing organizations quality policy canserve as the policy for the project.

Scope statement

provides a documented basis for making future projectdecisions and for confirming or developing commonunderstanding of project scope among stakeholders.

The scope statement describes major productdeliverables and objectives that define the project.


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Inputs to Quality Planning (2)

Project description

documents the characteristics of the product or servicethat the project was undertaken to create. It details

various technical issues or concerns that may impactQuality Planning.

Standards and regulations

Inputs from authorities outside the performingorganization may impact Quality Planning.

Other process outputs

Outputs from the other PM knowledge areas mayimpact Quality Planning.


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Tools & techniques

Benefit/cost analysis involves estimating tangible and intangible benefits and costs of

meeting quality requirements and then using financial measuresto assess the relative desirability of the identified alternatives.

Benchmarking compares actual or planned project practices to other projects to

generate ideas for improvement and to provide a standard againstwhich to measure performance.

Flow-charting

involves creating any diagram detailing how elements of asystem relate to one another. Flow-charting techniquescommonly used in quality management includes: a) cause-and-effect diagrams; b) process flow charts.


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Tools & techniques (2)

Design of experiments

An analytical technique that helps identify withvariables have the most influence on the overall

outcome and helps determine an optimal solution froma relatively limited number of cases.

Cost of quality

The financial cost incurred to ensure quality. Theseare associated preventing, detecting, and correctingdefects.

Cost of quality includes (known as PAF cost) preventive costs

appraisal costs

failure costs (internal and external)


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Outputs from Quality Planning

Quality management plan

Part of the project plan. QMP describes how the PM team implementsthe quality policy. For the project, it covers a) quality control; b) qualityassurance; c) quality improvement.

Operational definitions

Also called metrics. They describe the specifics of what something is(such as work procedure or operation) and how the Quality Controlprocess measures it.

For example, convert a general objective of increase success rate toincrease success rate by 15% in 2 months to make it specific.

Checklists verify required steps have been performed or followed.

Inputs to other processes

provides the feedback loops to other processes to determine if QualityPlanning can identify a need for further activity in anther knowledgearea.


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Quality Assurance

2nd of 7 of executing phase process

Quality assurance includes all the activities

related to satisfying the relevant quality standards

for a project Another goal of quality assurance is continuous

quality improvement

Benchmarking can be used to generate ideas for

quality improvements

Quality audits help identify lessons learned that can

improve performance on current or future projects

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Inputs to Quality Assurance

Quality management plan

Part of the project plan. QMP describes how the PMteam implements the quality policy.

For the project, it covers a) quality control; b) qualityassurance; c) quality improvement.

Results of quality control measurements

records of quality testing and measurements, presentedin a format useful for comparison and analysis

Operational definitions (also called metrics)

describe an element and how the element is measuredby the Quality Control process.


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Tools & techniques

Quality planning tools and techniques

includes benefit/cost analysis, benchmarking, flow-

charting, and Design of Experiments.

Quality audits

A structured review of other QM activities to identify

the lessons learned that can improve the performance

of this project and other projects in the organization.

Such audits are an independent review of quality

management activities to a performance standard.


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Outputs from Quality Assurance

Quality improvements

Actions that increase the effectiveness and

efficiency of the project and provide added

benefits to stakeholders.

Implementing them usually involves preparing

change requests or taking corrective action in

accord with procedures for overall changecontrol.


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Quality Control

6th of 8 controlling phase process

determine the correctiveness of the work results involves monitoring specific project results to determine if they

comply with relevant quality standards

identify ways to eliminate causes of unsatisfactory performance

The main outputs of quality control process are acceptance decisions

rework

process adjustments Some tools and techniques include

pareto analysis

statistical sampling

quality control charts

testing

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Inputs to Quality Control

Work results The results of activities performed to accomplish the project.

Quality management plan Part of the project plan. QMP describes how the PM team

implements the quality policy. For the project, it covers a) qualitycontrol; b) quality assurance; c) quality improvement.

Operational definitions describe an element and how the element is measured by the

Quality Control process.

Checklists used to verify that a set of required steps has been performed.


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Tools & techniques

Inspection activities such as measuring, examining, and testing undertaken

to determine if results conform to requirements. It is alsoreference to reviews, product reviews, audits, and walk-through.

Control charts graphically display the results of a process. It helps to verify the

process is statistically in control

Pareto diagrams histograms, ordered by frequency of occurrence, that show how

many results were generated by type or category of identifiedcause. The ranking of categories can be used to guide correctiveaction.


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Tools & techniques (2)

Statistical sampling chose part of a population of interest for inspection. Appropriate

sampling can often reduce the cost of quality control.

Flow-charting

A graphical method of analysis that helps determine how andwhere quality problems occur. It can help to develop approachesto resolving the problems.

Trend analysis use mathematical techniques to forecast future outcomes based

on historical results. technical performance can be monitor to determine how many

defects or errors have identified and corrected, it is also possibleto monitor cost & schedule performance.


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Outputs to to Quality Control

Rework

any action taken to bring a defective or NC

item into compliance with required

Acceptance decisions

the results of inspecting items delivered.

Completed checklistsThese documents are part of the project.


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Outputs to to Quality Control (2)

Quality improvements outputs form the related process of quality assurance (QA). They

represent actions intended to increase the effectiveness andefficiency of the project.

They provide added benefits to stakeholders. Implementingquality improvements require preparation of change requires ortaking corrective actions.

Any improvements are managed according to procedures forOverall Change Control.

Process adjustments Immediate corrective or preventive action as a result of QualityControl measurements.


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Testing in software

Many IT professionals think of testing as a

stage that comes near the end of IT product

development Testing should be done during almost

every phase of the IT product development

life cycle

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Types of Tests

A unit test is done to test each individual

component (often a program) to ensure it is as

defect free as possible

Integration testing occurs between unit and systemtesting to test functionally grouped components

System testing tests the entire system as one entity

User acceptance testing is an independent testperformed by the end user prior to accepting the

delivered system

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Improving Information Technology

Project Quality

Several suggestions for improving quality

for IT projects include

Leadership that promotes qualityUnderstanding the cost of quality

Focusing on organizational influences and

workplace factors that affect quality

Following maturity models (CMM) to

improve quality

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Maturity Models

Maturity models are frameworks for helpingorganization improve their processes andsystems

Software Quality Function Deployment Model focuseson defining user requirements and planning softwareprojects

The Software Engineering Institutes CapabilityMaturity Model provides a generic path to process

improvement for software development Several groups are working on project management

maturity models

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Project Management Maturity Model

1. Ad-Hoc: The project management process is described as disorganized, andoccasionally even chaotic. The organization has not defined systems andprocesses, and project success depends on individual effort. There are chroniccost and schedule problems.

2. Abbreviated: There are some project management processes and systems in

place to track cost, schedule, and scope. Project success is largelyunpredictable and cost and schedule problems are common.

3. Organized: There are standardized, documented project management processesand systems that are integrated into the rest of the organization. Projectsuccess is more predictable, and cost and schedule performance is improved.

4. Managed: Management collects and uses detailed measures of the effectiveness

of project management. Project success is more uniform, and cost andschedule performance conforms to plan.

5. Adaptive: Feedback from the project management process and from pilotinginnovative ideas and technologies enables continuous improvement. Projectsuccess is the norm, and cost and schedule performance is continuouslyimproving.

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Summary

Importance of Project Quality Management

Project Quality Management Processes

Quality planning, Quality assurance, Quality control

Compare to Jurans quality trilogy: Quality plan, Control controland Quality improvement

Quality Model: Malcolm Baldrige Award, CMM and

ISO 9000

Quality Planning: identify customers requirements anddefine critical success factors

Quality Assurance: continuous quality improvement,

Benchmarking and Quality auditsChapter 7


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Summary (2)

Quality control: tools and techniques => Paretoanalysis, statistical sampling, quality controlcharts and testing

Software test is very key factors: unit test, Integration testing, System testing, User

acceptance testing

ways to improve IT Project Quality

leadership cost of quality

organizational and workplace factors

maturity modelsChapter 7

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