THE PROJECT MANAGEMENT PROCESS FROM A QUALITY MANAGEMENT PROFESSIONAL S PERSPECTIVE:

(1)

THE PROJECT MANAGEMENT PROCESS FROM A QUALITY MANAGEMENT

PROFESSIONAL’S PERSPECTIVE:

More Than Just the Project Quality

Management Knowledge Area for Successful Project Management

(2)

ASQ BLUE RIDGE SECTION & PMI CHARLOTTESVILLE SUBCHAPTER

Luis G. Morales, MA Thursday, April 14, 2016

Charlottesville, VA

2

(3)

QUALITY DEFINED

• CMQ/OE Body of Knowledge (BOK):

 A subjective term for each person has his or her own definition.

 In technical usage, quality can have two meanings:

1) The characteristics of a product or service that bear on its

ability to satisfy stated or implied needs, and

2) A product or service free of deficiencies

• PMI Body of Knowledge:

 The degree to which a set of inherent characteristics fulfill requirements (ISO 9000)

3

(4)

WHAT IS A PROJECT?

• PMI Body of Knowledge:

• Temporary endeavor with a beginning and an end

• Creates a unique produce, service, or result…..and…..it is

• Different from routine, cyclical, operations and maintenance (O&M) work

4

(5)

THE PROJECT MANAGEMENT PROCESS

I

C

M/C E

P

Key:

I = Initiating P = Planning E = Executing

M/C = Monitoring & Controlling C = Closing

Look familiar?

5

(6)

KEY CHARACTERISTICS OF THE PROJECT MANAGEMENT PROCESS

• What the PM needs to do to MANAGE the work,

• Includes the management efforts of Initiating, Planning, Executing, Monitoring & Controlling, and Closing the Project,

• Always the same for each project managed,

• Not to be confused with the Project Life Cycle

6

(7)

PROJECT LIFE CYCLES AND THE PROJECT MANAGEMENT PROCESS

• Predictive, traditional; Waterfall

• Detailed Scope, Schedule, Cost determined early in the life of the project

Plan-driven

• Iterative, incremental, adaptive; Agile

• Varying levels of early planning for Scope, Schedule, Cost

• Can use combination of iterative and incremental throughout the project or for phases of the project

Change- driven

• Fixed time and cost

• Scope is broadly defined; will be refined as project progresses

• Requirements documented in the Backlog

Adaptive Life Cycles

7

(8)

THE PROJECT MANAGEMENT PROCESS

Initiating

Closing

M ^onitor-

ing / Closing

Executing

Planning

Look familiar? ₈

Start

End

Check

Act and Do

Plan

(9)

SO, WHERE ARE WE?

9 THE PROJECT MANAGEMENT PROCESS FROM A QUALITY MANAGEMENT

PROFESSIONAL’S PERSPECTIVE:

More Than Just the Project Quality

Management Knowledge Area for Successful Project Management

(10)

THE PROJECT MANAGEMENT PROCESS

I

C

M/C E

P

Key:

I = Initiating P = Planning E = Executing

M/C = Monitoring & Controlling C = Closing

GO TO THE HANDOUT 10

(11)

http://www.slideshare.net/elsherifr/process-groups-and-knowledge-areas-pmbok-5th-edition

11 HIGH-LEVEL WALK THROUGH

(12)

RELATIONSHIP BETWEEN KNOWLEDGE AREAS AND PROCESS GROUPS

12 Initiating Planning Executing Monitoring &

Controlling Closing

Scope Scope

Time Time

Cost Cost

Risk Risk

Process Group

Integration

Quality Human Resources

Communications

Procurement Stakeholders

K no w le dg e A re a

(13)

13

(14)

COMMON QUALITY PRINCIPLES

Prevention over Inspection

Continuous Improvement (Kaizen) Just in Time (JIT)

Total Quality Management (TQM) Responsibility for Quality

Impact of Poor Quality

14

(15)

THE QUALITY MANAGEMENT PROCESS:

HELPS AVOIDS ISSUES LATER!

15 • What is quality?

• How will we ensure it?

• Find existing quality practices, standards, and requirements, for the

product, project, and project management efforts;

Plan Qlty Mgmt

• Are we following the procedures and processes planned?

• Are the procedures giving us the intended results?

• Quality Audit

Perform Qlty

Assurance • Are the results of our work meeting the standards?

• Evaluate the root cause of quality problems;

• Identify the need for quality improvements (CAPA and defect repair;

Control Qlty

(16)

PLAN QUALITY MANAGEMENT PROCESS:

D ETERMI NING WHAT THE REQUI REMENTS, PROCED URES, AND STANDARDS FOR THE PROJECT AND PRODUCT ARE

16 o Cost-Benefit Analysis (CBA) o Cost of Quality (COQ)

o Seven Basic Quality Tools (7QC) 1. Cause and Effect Diagram 2. Flowchart

3. Checksheet 4. Pareto Diagram 5. Histogram

6. Control Chart

7. Scatter Diagram (Correlation Chart) o Benchmarking

o Design of Experiment (DOE) o Statistical Sampling

o Other

1. Brainstorming

2. Affinity Analysis

3. 3 or 6 Sigma

(17)

THE COST OF QUALITY

17 Cost of Conformance

Quality Training Studies

Surveys

Efforts to ensure everyone knows the processes to use to complete their work

Cost of Nonconformance

Rework Scrap

Inventory costs Warranty costs Lost business

(18)

PERFORM QUALITY CONTROL PROCESS:

E N S U R I N G C U S TO M E R AC C E P TA N C E T H RO U G H M E A S U R E M E N T

18 o Seven Basic Quality Tools (7QC) 1. Cause and Effect Diagram 2. Flowchart

3. Checksheet 4. Pareto Diagram 5. Histogram

6. Control Chart

7. Scatter Diagram (Correlation Chart) o Outputs to Control Quality

 Measurements

 Validated changes

 Work performance information

 Updates to the Project Management Plan, including Qlty Mgmt Plan

 Change Requests, including CAPA

 Lessons Learned

 Verified Deliverables

(19)

19

(20)

20

(21)

PLAN SCOPE MANAGEMENT

21

Scope Management Plan

• How to achieve the scope

• How to create the WBS

• How Scope will be managed and controlled to the project management plan

Requirements Management Plan

• Plan before you do!!!!!!!!!!!!

• What will I do to analyze, prioritize, manage and track changes to the requirements

• What should I include in the Requirements Traceability Matrix?

(22)

SCOPE: TWO OF THEM!

22 Product Scope

• Requirements that relate to the product of the project

• Product deliverables

• What end result is needed?

• Car 5-button remote

Project Scope

• Work the project will do to deliver the product of the project

• Includes the planning, coordination, and management activities,

(such as meetings and reports) that ensure the product scope

is achieved…become part of the Scope Management Plan

(23)

WATCH FOR SCOPE CREEP

23 Refers to uncontrolled changes or continuous growth in a project’s scope. This can occur when the scope of a project is not properly defined, documented, or controlled. It is generally

considered harmful.

(24)

24

(25)

COLLECT REQUIREMENTS AND QUALITY TOOLS

Looks for all rqmnts;

not just those

related to the product of the project

Historical Records Multi-Criteria Decision Analysis Interviews Mind Maps

Focus Groups Affinity Diagrams

Facilitated Workshops Questionnaires and Surveys Brainstorming Observation

Nominal Group Technique Prototypes

Benchmarking Context Diagrams Group Decision Making Delphi Technique

25

(26)

DEFINE SCOPE: CAR 5-BUTTON REMOTE WITH LIMITED FEATURES

26 CAR 5-BUTTON REMOTE THAT RETAINS PRESET DRIVER LIGHTING AND

SECURITY PREFERENCES

(27)

27

(28)

RISK ANALYSIS AND FMEA

28 Risk Response Strategies

Accept Avoid Transfer

Mitigate

Threats

Accept Share Exploit Enhance Opps

Risk Reserves added to the Budget

(29)

29

(30)

THE HUMAN RESOURCE MANAGEMENT PROCESS

30 • Hiring new employees

• Negotiating for best possible resources

• Team Makeup:

• Dedicated

• Part-time

• Partnership

• Virtual

Acquire Project Team

• Team-Building

• Tuckman Ladder

• Training

• Ground Rules

• Rewards/Recognition

• Tm Performance Assessment

Develop

Project Team ^{• Gemba} • Issue Log

• Powers of the PM

• Mgmt/Leadership Styles

• Directive, Facilitating, Coaching, Supporting, etc

• Conflict Mgmt

• Collaborating/Problem Solving, Compromising, Withdrawing, Smoothing…

Manage

Project Team

(31)

MANAGE PROJECT TEAM EXPANDED

31 Expectancy Theory McGregor Theory X

and Y Maslow’s Hierarchy of Needs

McClelland’s Theory of Needs

• Achievement

• Affiliation

• Power

Herzberg’s Hygiene

and Motivation Factors Perquisites (Perks)

(32)

32

(33)

WATCH FOR GOLD PLATING

• The act of giving the customer more than what he originally asked for.

• Gold plating is common in software projects, and is usually done by team members either on an

individual or a collaborative basis, most of the times without the knowledge of the Project Manager.

THE PROJECT MANAGEMENT PROCESS FROM A QUALITY MANAGEMENT PROFESSIONAL S PERSPECTIVE:

THE PROJECT MANAGEMENT PROCESS FROM A QUALITY MANAGEMENT

PROFESSIONAL’S PERSPECTIVE:

More Than Just the Project Quality

Management Knowledge Area for Successful Project Management

ASQ BLUE RIDGE SECTION & PMI CHARLOTTESVILLE SUBCHAPTER

Luis G. Morales, MA Thursday, April 14, 2016

Charlottesville, VA

2

QUALITY DEFINED

• CMQ/OE Body of Knowledge (BOK):

 A subjective term for each person has his or her own definition.

 In technical usage, quality can have two meanings:

1) The characteristics of a product or service that bear on its

ability to satisfy stated or implied needs, and

2) A product or service free of deficiencies

• PMI Body of Knowledge:

 The degree to which a set of inherent characteristics fulfill requirements (ISO 9000)

3

WHAT IS A PROJECT?

• PMI Body of Knowledge:

• Temporary endeavor with a beginning and an end

• Creates a unique produce, service, or result…..and…..it is

• Different from routine, cyclical, operations and maintenance (O&M) work

4

THE PROJECT MANAGEMENT PROCESS

I

C

M/C E

P

Key:

I = Initiating P = Planning E = Executing

M/C = Monitoring & Controlling C = Closing

Look familiar?

5

KEY CHARACTERISTICS OF THE PROJECT MANAGEMENT PROCESS

• What the PM needs to do to MANAGE the work,

• Includes the management efforts of Initiating, Planning, Executing, Monitoring & Controlling, and Closing the Project,

• Always the same for each project managed,

• Not to be confused with the Project Life Cycle

6

PROJECT LIFE CYCLES AND THE PROJECT MANAGEMENT PROCESS

• Predictive, traditional; Waterfall

• Detailed Scope, Schedule, Cost determined early in the life of the project

Plan-driven

• Iterative, incremental, adaptive; Agile

• Varying levels of early planning for Scope, Schedule, Cost

• Can use combination of iterative and incremental throughout the project or for phases of the project

Change- driven

• Fixed time and cost

• Scope is broadly defined; will be refined as project progresses

• Requirements documented in the Backlog

Adaptive Life Cycles

7

THE PROJECT MANAGEMENT PROCESS

Initiating

Closing

M onitor-

ing / Closing

Executing

Planning

Look familiar? 8

Start

End

Check

Act and Do

Plan

SO, WHERE ARE WE?

9

THE PROJECT MANAGEMENT PROCESS FROM A QUALITY MANAGEMENT

PROFESSIONAL’S PERSPECTIVE:

More Than Just the Project Quality

Management Knowledge Area for Successful Project Management

THE PROJECT MANAGEMENT PROCESS

I

C

M/C E

P

Key:

I = Initiating P = Planning E = Executing

M ^onitor-

Look familiar? ₈