EGS6626 Exam 3 (Set #2)- Quality Concepts; Client Relationships and Customer Service; Chartering/Endorsement and Project Scoping; Work Breakdown Structures and Network Diagrams

Dimensions of quality (8)

Customer expectations

contract

timely delivery

Industry, product, or service standards

Stakeholder expectations

Constructability

Durability

User Requirements

Who defines quality?

your organization (people, processes, products) and the customer (outcomes, results, benefits)

Three levels of quality by Noriaki Kano

Kano's pyramid

Expected quality = satisfied customer

Desired quality = loyal customer

Excited quality = customer for life

Quality management

trying to manage all aspects of the project to excel in all dimensions that are important to customers

creating and following policies and procedures to ensure that a project meets the defined needs it was intended to meet from the customer's prospective

Two aspects of quality

1. more features that meet customers needs = higher quality

2. freedom from trouble: fewer defects = higher quality

why quality management? (3)

quality means conformance to specifications and fitness for use

projects with unnecessary features can be too expensive

prevention is cheaper than inspection (earlier = better)

Who outlined the principles of quality management?

Who applied them in Toyota Motors Corp?

Japan's National Quality award (year)

US/Euro firms begin implementing Quality Mgmt programs (decade)

US est. Malcolm Baldridge National Quality Award

Deming and Juran

Tai-ichi

1951

1980's

1987

Old concept of quality vs new concept of quality

Inspect for quality after production

Build quality into the process/identify causes of quality problems

Joseph Juran

Quality is "fitness for use"

Pareto Principle - 80/20 rule (80% of the problem is caused by 20% of causes. Figure out 20% and focus quality $ on that)

Cost of quality

Increased training enhances quality

Edwards Deming

Quality is "uniformity and dependability"

the 14 points for mgmt to improve business effectiveness

PDCA rule - plan, do, check, act

Statistical Process Control (SPC) - measure and control quality during manufacturing using defined control limits

Components of quality (3)

Quality Management Systems

Quality Assurance

Quality Control

QMS Model - 3 levels

Level 1 - Enterprise quality manual w/quality covenant, processes and QMS key reqs.

Level 2 - Enterprise procedures, associated documents, and guides organized by process

Level 3 - Group-specific procedures, documents, and guides aligned w/ Level 2

Basis of ISO 9001 certification

Level 1 and Level 2 EMS

How do we manage quality? 3 processes

Plan quality (what is quality?)

perform quality assurance (are we following quality standards?)

perform quality control (are we meeting quality standards?)

Plan quality - inputs

1. Scope Baseline/Create WBS

2. Stakeholder Register/Identify stakeholders

3. Schedule Baseline/Dev Schedule

4. Cost Performance Baseline/Determine Budget

5. Risk Register /Identify risks

6. EEF (govt regulations, standards)

7. OPA (Quality policies, historical database, lessons learned)

Plan Quality - Tools & Techniques

1. Cost benefit analysis

2. Cost of Quality (COQ)

3. Control charts

4. Benchmarking

5. Design of experiments

6. Statistical Sampling

7. Flow Charting

8. Proprietary Quality Management Methodologies (6sigma, lean 6sigma, QFD, CMMI etc)

9. Additional Qaulity Planning Tools (Brainstorming,Affinity diagrams,Force field analysis, Nominal group, Matrix diagrams,Prioritization matrices)

Plan Quality - Outputs

1. Quality management plan/Dev PMP, Identify Risks

2. Quality metrics/QA, QC

3. Quality checklists/QC

4. Process improvement plan(analyze processes to identify waste & non-value added items) /Dev PMP

5. Project documents update

Plan quality cost consideration

balance of cost of conformance (quality training, studies, surveys, right first time) and cost of nonconformance (rework, scrap, inventory costs, warranty costs). Consider prevention costs, appraisal costs, failure costs

Gold plating

giving customers extras that do not add value to the project

Marginal Analysis

the point where the invremental revenue from an improvement equals the cost to implement it "is it worth it test"

Kaizen

continuous improvement process to reduce costs and promote consistency - involves ALL employees

ISO 9000

international standards to ensure that companies have quality procedures and follow them

quality control

doing things right

techniques and practices to monitor, control, and regulate work processes to verify requirements are met

find and correct mistakes

quality assurance

doing the right things

all planned and systematic actions necessary to provide adequate confidence that a structure, component, or system will perform and meet requirements

DOING THINGS RIGHT THE FIRST TIME

QC is

a subset of QA

Quality foundations - PDCA

Plan (QA) - know what is required/expected, focus on your customer and their value definition

Do (QA) - do your best work, prevent errors and rework

Check (QC) - check and evaluate work, measure your work

Act (QA) - Improve how you work, streamline your work

Quality Assurance - Inputs

Project Mgmt Plan

Quality Metrics

Work Performance Info

QC Measurements

Quality Assurance - Tools & Techniques

Quality audits

Process analysis

Quality Assurance - Outputs

Organizational process updates

Change requests

PMP updates

Project document updates

Quality Control - Inputs

PMP, quality metrics, quality checklists, work performance measurements, approved change requests, deliverables, organizational process assets

Quality Control - Tools & Techniques

Cause and effect diagram

Control charts

Flowcharting

Histogram

Pareto Chart

Run Chart

Scatter diagram

Statistical sampling

Inspection

Approved change request review

Quality Control - Outputs

Quality control measurements

Validated changes

Validated deliverables

Organizational process assets updates

change requests

PMP updates

project document updates

QA or QC?

You test a product component to determine if it works properly

QC

QA or QC?

A senior technologist reviews your tech memo on system performance

QC

QA or QC?

assess staff training, knowledge, and understanding of QMS key requirements

QA

QA or QC?

do a spot check on a database to determine if data are correct

QC

QA or QC?

review if materials used meet plan specifications

QA

QA or QC?

conduct audits to determine compliance with plan specifications

QA

QA or QC?

meet with a task team to discuss the requirements for performance of the task

QC

QA or QC?

determine if equipment has been calibrated according to plan

QA

cause and effect diagrams

example: fishbone diagram - focused on solving the source of identified quality problems

flowcharts

document and review detailed steps in a process

checklist

Simple data check-off sheet designed to identify type of quality problems at each work station; per shift, per machine, per operator

control charts

used in statistical process control (SPC) - graphic presentations of process data over time, with predetermined control limits

uses control limits (quality controls) - upper control limit (UCL) and lower control limit (LCL)

rule of seven

if 7 or more observations occur in one direction, or a run of 7 observations occurs either above or below the mean, they should be investigated to determine if they have an assignable cause. (no longer random/out of control)

scatter diagrams

shows how two variables are related. data can be used in regression analysis to establish equation for relationship

pareto analysis

technique for classifying problem areas according to degree of importance, and focusing on the most important

histograms

displays whether the distribution is symmetrical (normal) or skewed

in construction, what defines quality?

contract, scope, drawings, and specs

in design/build, who is responsible for quality?

the design-builder - design standard of care does not apply. high risk, but possible high reward

Why are client relationships important? (4)

good business is about relationships and networking

competitors take extreme action to be successful

clients/customers are taking advantage of the competition

you are building "social capital" for hard times

A customer or client

A person or organization that has direct responsibility or control over the project

Stakeholder

A person or organization that has indirect responsibility or influence on the project

Power/Interest Grid

A tool used to group stakeholders based on their level of authority (power) and their level of concern (interest) for project outcomes.

Low power/low interest = monitor (minimum effort)

High power/low interest = keep satisfied

Low power/high interest = keep informed

High power/high interest = manage closely

continuous process of relationship building (6)

Spend time

Listen carefully

Listen & understand

Build trust

Do what's best for customer

Build higher relationships (introduce to others)

Best approach to relationship building?

Determine your client's personality style

Social capital

a social network marked by trust, shared understanding, and working together

debits and credits in project delivery

debits = social capital

credits = problems

social capital > credits = successful client development

seven attributes of superior client service

accessibility - easy, instant access

attention - client wants to be top priority

communications -

follow through - meet all commitments

no surprises - publicly

recovery - timely correction of service problems

responsiveness - willingness to adapt

Delivering bad news - what to do before

gather the facts

assess the impact

identify solutions

select the right time

Delivering bad news - during

get to the point

be sincere and observant

be prepared

offer solutions and options

Delivering bad news - after

keep records

take corrective action

reasons to listen (4)

understand, learn what really happened (other side), change your opinion, be inspired

client service plan - purpose and elements

purpose - provides direction

elements - road map and establish service products (deliverables)

project communications plan - key components

communications directory, identification of primary points of contact

Key chartering points - start to guide a team's purpose (7)

determine purpose

evaluate CSFs

clarify roles and responsibilities

establish operating guidelines

set up interpersonal behavior guidelines

discuss other elements for clarity

DEFINES THE HOWS

Chartering vs Kickoff vs Team Building

Chartering = addresses the HOW (strategies)

Project Kickoff Meetings = address the WHAT (deliverables, schedule)

Team Building = discuss the WHO (relationships)

Why is chartering crucial? (4)

Builds high levels of clarity, agreement, vision

Ensures team share the same vision

Ensures better use of resources/knowledge

Create team behaviors that are stronger than individual

who should be involved in chartering?

all parties who play a direct role in excuting the essential work of a project

client, project team members, involved mgmt, key stakeholders and subcontractors

5 stages of team development

what does chartering do?

forming, storming, norming, performing, adjourning

team chartering gets teams beyond forming and storming

chartering steps for high performing teams

define team, purpose (vision, mission, boundaries, CSFs), responsibilities (individual/shared, primary/secondary), operating guidelines (goals/measures, decision making, communications, processes/tools), interpersonal behavior (core values, rules of conduct, conflict resolution), agreement/sign-up by all

RACI

A common type of responsibility assignment matrix that uses responsible, accountable, consult, and inform statuses to define the involvement of stakeholders in project activities. One A per task, not too many R's (won't get done), not too many C's (paralysis by analysis).

After the charter is complete, it needs to be

endorsed, communicated, implemented, monitored (reviewed and updated as needed)

why chartering needs to be documented (3)

reference through the life of the project

used to charter new team members

can be evaluated to determine if/how goals are met

levels of endorsement

apathy/conflict, grudging compliance, approval, full commitment, endorsement (do whatever it takes)

benefits of endorsement

all parties gain with early/meaningful input, participation in identifying issues/solutions, clear understanding of what to expect, control of project development through education/understanding

without endorsement?

surprises occur, redo costs all parties, customers are lost, project falls down

steps for endorsement (5)

review plan, give/review feedback, modify, gain commitment, readiness to act

General steps in scoping process (4)

Develop Requirements

Develop Scope Statement

Create Deliverables List

Determine Acceptance Criteria

Develop Requirements - Establish Conditions of Satisfaction (4 steps)

request, clarify request, response, agree on response

then proceed with POS

what are requirements?

something the project/product should do/produce or a quality that it must have

a desired end-state whose successful integration into the solution meets one or more needs and delivers specific, measurable, and incremental business value to the organization

POS

Project Overview Statement - written definition of requirements. May require a project requirements/scoping meeting.

one page document that is a statement of the project, reference for planning team, decision aid for the project, used to get mgmt approval

RBS and advantages

requirements breakdown structure - requirements, functions, subfunctions, etc.

does not require trained facilitator, intuitive, allows client to work closely with project team, clear picture of requirements

Deliverables of Project Requirements Meeting

RBS creation

Assessment of completeness of RBS

POS

acceptance criteria - 3 main components

who, how, what

who accepts, how requirements are met, what is the recourse if problems

Approaches to Requirements Gathering

Brainstorming

Facilitated Group sessions

Interviews

Prototyping

Requirements workshop

Brainstorming- strengths and risks

Strengths - reduces social inhibitions, stimulates idea generation, increases overall group creativity

Risks - can be dominated by strong individual, individual fear of being criticized, evaluation of ideas in public

Facilitated group session - strengths and risks

Strengths - excellent for cross-functional processes, detailed requirements are documented and verified immediately, resolves issues with an impartial facilitator

Risks - untrained facilitators, time and cost of planning/executing

Interview method - strengths and risks

Strengths - end users can participate, high level description if functions and processes provided

Risks - descriptions may differ from actual detailed activities, without structure, stakeholders may not know what info to provide, real needs ignored if analyst (interviewee) is prejudiced

Prototyping - Strengths and risks

Strengths - innovative ideas, users clarify what they want and identify missed requirements, client-focused, early proof of concept, stimulates thought process

Risks - client may want to implement prototype, difficult to know when to stop, specilized skills required, absence of documentation

Requirements Workshop - strengths and risks

strengths - good for first-time users

risks - may overwhelm participants

categories of requirements

functional - what the product or service must do (designs and specifications)

global - highest level, also known as general (engineering design must be scalable to large and small systems)

constraints - design or project barriers

challenges of requirements management (6)

many types of reqs at diff. levels of detail

reqs. not independent of one another/conflicts

many interested parties with diff. needs

can be time-sensitive as a result of changing conditions

shuttle diplomacy (back and forth) to resolve differences

assess completeness of requirement decomposition

contents of POS

problem/opportunity

project goal

project objectives (5-6)

success criteria (quantitative - how much and by when?)

assumptions/risks/obstacles (technological, environmental, interpersonal, cultral, casual relationships)

POS attachments

risk analysis, financial analysis, feasibility studies, cost/benefit analysis, breakeven analysis, ROI

Through scoping, you build

POS, project scope statement, list of deliverables, acceptance criteria

Root causes of most project delivery problems

inadequate work planning (#1!!)

unclear roles and responsibilities

lack of project delivery process

no change management process

poor budgeting

no reward & recognition

basis for the WBS

scope of work

WBS

A deliverable-oriented hierarchical decomposition of the work to be executed

lowest level of WBS

work package, tasks or activities. assignable and measurable