Project Quality Planning and Project Kickoff

Project Quality Planning and Project Kickoff

1. Plan Quality Management

   • The process of identifying quality requirements and/ or standards for the project and its deliverables, and documenting how the project will demonstrate compliance

2. Development of Contemporary Quality Concepts

   • Quality Gurus
     • Leader W.Edwards Deming
       • System
         • Interactions occur among parts of a system, and parts cannot be managed in isolation.
       • Variation
         • Managers need to understand common and special causes of variation and then work to reduce both.
       • Knowledge
         • Managers need to learn from the past and understand cause-and-effect relationships to predict future behavior.
       • Psychology
         • Leaders need to understand what motivates each individual and how different people and groups interact.
     • Joseph Juran Quality Trilogy
       • Quality Planning
         • Identify all customers and their needs, develop requirements based upon those needs, and develop the methods to satisfy those requirements.
       • Quality control
         • Determine what to control, establish measurement systems, establish standards, compare performance to standards, and act on differences.
       • Quality Improvement
         • Select and support improvement projects, prove causes, select and implement solutions, and maintain control of improved processes.
   • ISO 9001
     • Is the quality management standard, and the 2008 desgination is the latest revision of the standard
     • General
       • Develop quality management system (QMS).Document QMS system including manual and records
     • Management
       • Focus on customers Develop and support quality policy and objectives Allocate QMS responsibility and authority
     • Resources
       • Provide competent resources Provide needed infrastructure Provide suitable work environment
     • Realization
       • Control customer-related processes Control product design and development Control purchasing and production Control monitoring and measuring equipment
     • Remedial
       • Carry out monitoring and measuring activities Identify and control nonconforming product Collect and analyze quality management data Make improvements and take remedial action
   • Lean Six Sigma
     • Lean evolved from lean manufacturing ideas of eliminating as much waste as possible from work processes.
     • Six Sigma quality literally means quality problems are mea sured in parts per million opportunities
     • the ideas behind Six Sigma provide a meaningful framework for project quality.
     • Six Sigma uses a disciplined process called the define, measure, analyze, improve, and control (DMAIC) process to plan and manage improvement projects
     • Lean Six Sigma uses DMAIC and waste elimination together to improve performance.

3. Core Project Quality Concepts

   • Stakeholder satisfaction
     • consists of identifying all stakeholders, using a structured process to determine relevant quality standards, and understanding the stakeholders’ ultimate quality goals.
       • DEVELOPING QUALITY STANDARDS BASED UPON STAKEHOLDER REQUIREMENTS
         • 1. Identify all stakeholders. 2. Prioritize among the stakeholders.3. Understand the prioritized stakeholders’ requirements. 4. Develop standards to ensure the requirements are met. 5. Make tradeoff decisions.
   • Process management
     • “ a systematic series of activities directed towards causing an end result such that one or more inputs will be acted upon to create one or more outputs.
     • Process control
       • “ comparing actual performance with planned performance, analyzing variances, assessing trends to effect process improvements, evaluating possible alterna tives, and recommending appropriate corrective action as needed.
       • The purpose of process control is to have confidence that outputs are predictable.
   • Fact-based management
     • Management by facts requires an understanding that variation can be due to either common or special causes, a determination to discover which type, and the resolve to act appropriately upon that discovery.
   • Empowered perfomance
     • The goal of empowered performance is to have capable and willing workers at every level and every function within a company.
     • Part of an empowered performance culture is setting an expectation for managers to en courage their associates to take appropriate risks and to treat risk events as learning op portunities, not as a time to punish.

4. Plan Quality Management

   • “a component of the project management plan that describes how an organization’s quality policies will be implemented.”
   • Quality policy
     • The top management of an organization normally writes a concise statement to guide their company’s quality efforts
   • Quality Management Plan Contents
     • describe which quality standards the project will use and how the project team will implement them.
     • include a description of the quality baseline by which the project will be judged, along with methods for quality assurance and control.
   • Quality Baseline
     • The quality baseline reflects the agreed upon quality objectives. It can include metrics that define exactly what will be measured, how each will be measured, and the target value of each
   • Process Improvement Plan
     • “ a subsidiary plan of the project management plan. It details steps for analyzing processes to identify activities that enhance their value.”
   • Quality Assurance
     • “ the process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used.
   • Control Quality
     • “ the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.

5. Develop Project Management Plan

   • Resolve Conflicts
   • Establish configuration management
     • “a collection of formally documented procedures used to…identify and document functional and phys ical characteristics of a product, result, service or component; control any changes; record and report each change; and support the audit…to verify conformance to requirements.”
   • Apply sanity tests to all project plans
     • The project manager and core team should apply a sanity test to their project plans by asking one another questions to be sure that the plan makes sense.

6. Kickoff project

   • Preconditions to meeting success
     • The sponsor and project manager need to set clear direction during the planning.
     • An atmosphere of trust and relationship building should be set by all.
   • Meeting activities
     • The sponsor and project manager describing the importance of the project
     • The project manager outlining the project goals

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