⚫ Meet several quality management gurus—Deming
Principle content
1. Continuously improve products and services
2. Adopt new ideas
3. Prevention is better than inspection
4. 85% of quality costs are management issues
5. End the buying habit based only on price
6. Implement job function training
7. Establish leadership enterprise management
8. Eliminate fear
9. Break down barriers between departments
10. Cancel slogans and warnings to employees
11. Cancellation of quota management and target management
12. Eliminate evaluations that hit employees' work emotions
13. Encourage learning and self-improvement
14. Take action to achieve transformation
⚫ Meet several quality management masters——Julan
Emphasis on quality is suitable for use
Make the difference between quality and grade
Proposed quality management trilogy (quality planning, quality control, quality improvement)
⚫ Meet several quality management gurus——Crusby
Emphasis on quality is to meet the requirements
Emphasis on doing things right the first time
Presenting quality is free
Inconsistent cost to measure quality
⚫ Meet several quality management masters—Ishikawa
quality circle
Summarize the use of seven quality tools Chapter 8 Project Quality Management
⚫ Meet several quality management masters—Taguchi Genichi
proposed experimental design method
Robust Design Method
⚫ Several quality management masters
Project quality management should take into account both project management and project deliverables.
⚫ The core concept of project quality management - the difference between quality and grade (P274)
Quality - as an achieved performance or result, the degree to which a set of inherent characteristics fulfills requirements.
Level - As a design intent, a level classification of deliverables with the same purpose but different technical characteristics.
-
A high grade does not mean a certain high quality; a low grade does not mean a certain low quality;
-
Substandard quality levels are certainly a problem, but low grades are not necessarily a problem.
-
The project manager and project management team are responsible for the trade-offs in order to achieve both the required level of quality and grade.
⚫ The core concept of project quality management - the difference between some terms (P274)
⚫ The core concept of project quality management - five quality management levels with increasing effectiveness (P275)
-
Let customers find bugs
-
Defects are detected and corrected by controlling the quality process prior to delivery to the customer
-
Pass quality assurance checks and correct the process itself
-
Integrate quality into the planning and design of projects and products
-
Create a culture of focus and commitment to process and product quality throughout the organization
⚫ Trends and Emerging Practices in Project Quality Management (P275)
⚫ Factors to consider in an agile and adaptive environment (P276)
To guide change, agile methods require multiple quality and review steps throughout the project rather than at the end of the project.
1. Circular review, regularly check the effect; 2. Find the cause of the problem and suggest improvement methods; 3. Evaluate the test process and determine the measures.
To facilitate frequent incremental deliveries, agile methods focus on small batches of work with the goal of uncovering inconsistencies and quality early in the project life cycle
question.
⚫ One of the project quality management processes "Planning Quality Management" (Planning Process Group) P277
Planning Quality Management - Identifying quality requirements and/or standards for the project and its deliverables, and describing in writing how the project will demonstrate
The process of meeting quality requirements and/or standards.
What this process does: Provide guidance and direction on how to manage and verify quality throughout the project.
⚫ Planning Quality Management—Input: Organizational Process Assets (P281)
The quality policy of the executive organization is advocated by the senior management and specifies the direction of the organization's work in quality management.
If the performing organization does not have a formal quality policy, or the project involves multiple performing organizations (eg joint venture projects).
The project manager or project management team then needs to develop a quality policy for the project.
⚫ Planning Quality Management—Tools and Techniques: Data Collection—Benchmarking (P281)
Benchmarking—comparing actual or planned project practices or quality standards of a project with practices of comparable projects within or outside the organization, in the same application area or in a different application area, in order to identify best practices, develop ideas for improvement, and Provide a basis for performance appraisal. (can be used to determine quality standards)
⚫ Planning Quality Management—Tools and Techniques: Data Collection—Brainstorming (P281)
⚫ Brainstorming----Collect data and develop the most suitable quality management plan for the new project.
⚫ Planning Quality Management—Tools and Techniques: Data Collection—Interview (P282)
Interviews - to understand the implicit and explicit, formal and informal needs and expectations of experienced stakeholders and subject matter experts regarding project and product quality.
Interviews should be conducted in an environment of trust and confidentiality to obtain honest, unbiased feedback.
⚫ Planning Quality Management—Tools and Techniques: Data Analysis—Cost-Benefit Analysis (P282)
The main benefits of meeting quality requirements include: reduced rework, increased productivity, reduced costs, improved stakeholder satisfaction, and increased profitability. To conduct a cost-benefit analysis of each quality activity is to compare its possible costs with the expected benefits.
⚫ Planning Quality Management—Tools and Techniques: Data Analysis—Cost of Quality (COQ) (P282)
Cost of quality--in the product life cycle to prevent non-conformity, to evaluate whether the product or service meets the requirements, and to
All costs incurred while seeking (rework).
⚫ Planning Quality Management—Tools and Techniques: Decision Making (P283)
Multi-criteria decision analysis (such as a priority matrix) - can be used to identify key issues and suitable alternatives, and to prioritize the alternatives through a series of decisions.
⚫ During this process, it helps to prioritize quality measures.
⚫ Planning quality management—tools and techniques: data representation—flow chart (P284)
Flowchart (Process Diagram) - Used to show the sequence of steps and possible branches required to transform one or more inputs into one or more outputs. It shows the activities, decision points, branching loops, parallel paths, and overall processing sequence in the process.
The cost of quality can be estimated by analyzing the flow chart. By showing the process steps, you can help improve the process and identify where quality deficiencies may occur or can be included in quality inspection.
⚫ Planning quality management—tools and techniques: data representation—flow chart—SIPOC model (P285)
SIPOC model - proposed by Deming for organizational process management and improvement. Through analysis, identify core processes. Deming believed that any organization is a system composed of five interrelated and interactive parts: suppliers, inputs, processes, outputs, and customers.
⚫ SIPOC is a type of Value Chain.
⚫ Planning Quality Management—Tools and Techniques: Data Representation—Logical Data Model (P284)
Logical data model - visualizes organizational data and describes it in business language without relying on any specific software development technology.
-
A logical data model can be used to identify where data integrity or other quality issues can arise.
-
Since no software technology is involved, project managers and related parties can study this document. If it is found that it does not meet the project requirements, or other problems, it will be raised immediately. Avoid subsequent problems.
⚫ Planning Quality Management—Tools and Techniques: Data Representation—Mind Mapping (P284)
Mind Mapping - A mapping method for visually organizing information.
You can start with a quality concept, develop divergent thinking, and quickly collect various information such as project quality requirements, constraints, dependencies, and connections.
⚫ Planning Quality Management—Tools and Techniques: Data Representation—Matrix (P284)
Matrix diagram----shows the relationship between factors, reasons and goals at the intersection of rows and columns.
In the process, they help identify quality measures critical to project success.
⚫ Planning Quality Management—Tools and Techniques: Planning for Inspection and Testing (P285)
Planning for inspection and testing - During the planning phase the project manager and team decide how to test or inspect the product, service, or result.
Different industries have different inspections and tests.
⚫ Planning Quality Management—Output: Quality Management Plan (P286)
Quality Management Plan - describes how applicable policies, procedures, and guidelines will be implemented to achieve quality objectives. Describe the activities and resources required by the project management team to achieve project quality objectives.
Including quality policies, quality standards (national standards/industry standards, etc.), quality objectives (quantifiable objectives), roles and responsibilities, related activities, quality tools, etc. The quality management plan should be reviewed early in the project to ensure that decisions are based on accurate information.
⚫ Planning Quality Management—Output: Quality Measurement Indicators (P287)
Quality Measures—Description of item or product attributes and how the quality control process will verify conformance. (belonging to "Project Files")
Quality measurement indicators are the concretization and operationalization of high-level quality standards.
⚫ Project Quality Management Process 2 "Managing Quality" (Execution Process Group) P288
Manage Quality—the process of applying the organization's quality policy to projects and translating the quality management plan into executable quality activities.
The role of this process: 1. Improve the possibility of achieving quality goals; 2. Identify ineffective processes; 3. Identify causes of poor quality
Managing quality is sometimes referred to as "quality assurance," but "managing quality" is defined more broadly than "quality assurance."
The work of managing quality falls under the coherence work within the cost of quality framework.
⚫ People and roles in managing quality (P290)
◼ QA Department----Performs certain management quality activities, such as failure analysis, design of experiments, and quality improvement.
◼ All-person responsibility—everyone (project manager, project team, project sponsor, executive organization's management, and even the client) has a role to play in managing project quality.
◼ Quality management in: Agile projects - all team members perform; traditional projects - specific team members perform.
⚫ Manage Quality - Input: Project Document (P291)
◼ Quality Control Measurements—Used to analyze and assess whether the quality of the project process and deliverables meets the standards or specific requirements of the performing organization; also helps to analyze the production process of these measurements to determine the correctness of the actual measurements degree.
◼ Quality measurement indicators----Set the test scenarios and deliverables of the project according to these quality measurement indicators, and use them as the basis for improvement actions.
◼ Risk Reporting—Use risk reporting to identify the sources of overall project risk and the most important drivers of overall risk exposure that can affect the project's quality objectives.
◼ Experience and Lessons Register----The experience and lessons related to quality management in the early stage of the project can be applied to the later stage of the project to improve the efficiency and effectiveness of quality management.
⚫ Managing Quality—Tools and Techniques: Data Collection (P292)
Checklist - A structured tool, usually listing specific components.
Purpose: 1. To verify whether the required series of steps (quality activities) have been carried out; 2. To check whether the list of requirements has been met.
The quality checklist should be aligned with the acceptance criteria defined in the scope baseline.
⚫ Management Quality—Tools and Techniques: Data Analysis (P292)
◼ Document analysis----Analyze the documents output from the project control process, such as quality reports, test reports, performance reports and deviation analysis, to find out-of-control processes or problematic processes.
◼ Root Cause Analysis (RCA) - find the root cause and prevent the problem from happening again.
◼ Process analysis----Identifies process improvement opportunities, discovers problems, constraints, and non-value-added activities in a process.
◼ Alternative scheme analysis----choose those most suitable quality schemes or methods.
⚫ Managing Quality—Tools and Techniques: Decision Making (P293)
Multi-criteria decision analysis - Used to discuss alternatives that affect project or product quality. .
"Project" Decision: Choosing between multiple implementations or vendors.
"Product" decision: comprehensively consider life cycle cost, progress, satisfaction of related parties, etc.
⚫ Management Quality—Tools and Techniques: Data Representation (P293)—Histogram
Histogram——A histogram is a bar chart that displays numerical data, showing the number of defects and the cause of defects for each deliverable
, the number of non-compliances for each process, or other manifestations of an item or product defect.
central tendency
Dispersion
Distribution shape
specific variable
frequency
⚫ Management Quality—Tools and Techniques: Data Representation (P293)—Cause and Effect Diagram
⚫ Management Quality—Tools and Techniques: Data Performance (Supplementary)—Pareto Chart
⚫ Management Quality—Tools and Techniques: Data Representation (P293)——Scatterplot
⚫ Management Quality—Tools and Techniques: Auditing (P294)
Quality Audit - A structured, independent process used to determine whether project activities comply with organizational and project policies, processes, and procedures
Goals of Quality Audits
Quality audits are often conducted by teams external to the project, such as the organization's internal audit department, the project management office (PMO), or auditors outside the organization. (internal or external audit, scheduled or random)
⚫ Managing Quality—Tools and Techniques: Designing for X (P295)
Design for X (DfX) - A series of technical guidelines that can be used during product design to optimize specific aspects of the design to control or improve the final characteristics of the product.
The "X" in DfX can be different aspects of product development.
Use DfX to reduce costs, improve quality, and increase performance and customer satisfaction.
⚫ Management Quality—Tools and Techniques: Problem Solving (P295)
Problem Solving - Discovering solutions to problems or challenges.
Problem solving helps eliminate problems and develop long-lasting and effective solutions.
1 definition (problem), 2 identification (root cause), 3 solution (generate solution), 4 selection (best solution), 5 execution, 6 verification (effectiveness)
⚫ Managing Quality—Tools and Techniques: Quality Improvement Methods (P296)
◆ PDCA: plan, implement, check, act
◆ Six Sigma: 3.4 parts per million Chapter 8 Project Quality Management
⚫ Manage Quality—Output: Quality Report (P296)
Key content:
◆ Quality problems reported by the team
◆ Suggestions for improving projects, products and processes
◆ Corrective action recommendations (including rework, defect/vulnerability remediation, 100% inspection, etc.)
◆ An overview of what was found during quality control
form:
◆ Graphics, figures, qualitative documents
Purpose:
◆ Help other processes and departments take corrective actions to achieve project quality expectations
⚫ Manage Quality—Output: Change Request (P296)
Test and Evaluation Document ---- is a project document, also known as Test and Evaluation Guidance Plan. Some activities are listed in it, through which to determine whether the project meets the quality objectives (for quality control and evaluation of the realization of quality objectives), such as quality checklists, requirements tracking matrix, etc.
⚫ Manage Quality—Output: Change Request (P296)
If changes occur during the Manage Quality process that may affect any component of the project management plan, project documentation, or project/product management processes, the project manager shall submit a change request and follow the Implement Integrated Change Control process defined in Section 4.6.
Improvement suggestions, corrective actions, etc. lead to change requests.
⚫ Project Quality Management Process 3 "Control Quality" (Monitoring Process Group) P298
Quality Control (for deliverables)—the process of monitoring and recording the results of quality management activities in order to evaluate performance and ensure that project outputs are complete, correct, and meet customer expectations.
What this process does:
◆ Verify that project deliverables and work have met the quality requirements of key stakeholders and are available for final acceptance;
Quality control should be performed throughout the project period.
In agile projects - QC is executed by all members and the whole life cycle;
In Waterfall - Specific members do it for a specific time period or towards the end of a project/phase.
QC is more stringent in the following industries: pharmaceutical, medical, transportation, nuclear energy, etc.
⚫ Quality Control - Input: Project Documentation (P300)
◼ Quality Measures—Designated to describe project or product attributes and how the control quality process will verify compliance (from planning).
◼ Test and Evaluation Documentation - used to assess the degree of achievement of quality objectives (from management).
◼ Lessons Learned Register—Lessons learned early in the project can be applied to later stages of the project to improve quality control.
⚫ Control Quality - Input: Approved Change Requests (P301)
Incomplete or incorrect steps can lead to inconsistencies and delays when completing local changes.
Implementation of approved change requests requires verification and confirmation of completeness, correctness, and retesting.
⚫ Control Quality - Input: Deliverables (P301)
Deliverable - any unique and verifiable product, result, or service capability that must be produced upon completion of a process, phase, or project
deliverables that are the output of the direct and manage project work process are checked and compared against the acceptance criteria defined in the project scope statement
⚫ Control Quality—Tools and Techniques: Data Collection (P302)
◼ Checklists (checklists) - help to manage and control quality activities in a structured manner.
◼ Check sheets (check sheets) - used to arrange various items in order to effectively collect useful data about potential quality problems
When conducting inspections to identify deficiencies, it is particularly convenient to use checklists to collect attribute data, such as data on the number or consequences of deficiencies.
Data collected with checklists on the number or consequences of defects is often displayed using Pareto charts.
⚫ Control Quality—Tools and Techniques: Data Collection (P303)
◼ Statistical Sampling——Select part of the sample from the target population for inspection. The frequency and scale of sampling should be determined in the process of planning quality management.
Attribute sampling - the result is qualified or unqualified (requires more samples)
Variable Sampling--mark the position of the result on a continuous scale, indicating the degree of qualification (requires specialized personnel)
◼ Questionnaires—used to collect data on customer satisfaction after a product or service has been deployed.
⚫ Control Quality—Tools and Techniques: Data Analysis (P303)
◼ Performance Review----Measure, compare and analyze the quality measures defined in the planning quality management process against the actual results.
◼ Root Cause Analysis (RCA) - used to identify the causes of defects.
⚫ Controlling Quality—Tools and Techniques: Inspection (P303)
Inspection (review, peer review, audit, walkthrough)—refers to examining work product to determine conformance to written standards and may also be used to confirm defect remediation.
Inspections can be performed at any level. The results of individual activities can be examined, as well as the final product of the project.
⚫ Controlling Quality—Tools and Techniques: Testing/Product Evaluation (P303)
Testing - An organized, structured investigation designed to provide objective information on the quality of the product or service being tested, based on project requirements.
Testing can be done throughout the project, when available, or at the end of the project, but early testing is recommended.
⚫ Control Quality—Tools and Techniques: Data Presentation (P304)—Control Chart
Control Charts - Used to determine whether a process is stable, or has predictable performance. (Unbounded control charts are called "trend charts")
Upper and lower specification limits (USL/LSL)----reflect the maximum and minimum allowable values. Penalties (defectives) may be imposed for exceeding specification limits.
Upper and lower control limits (UCL/LCL) ---- represent the natural fluctuation range of a stable process (out of control - no need to stop production but must investigate the cause).
Judgment of out of control: 1. A certain data point exceeds the control limit; 2. 7 consecutive points fall above the mean; 3. 7 consecutive points fall below the mean;
Control limits are usually set at ± 3 sigma from the process mean (0 sigma).
⚫ Control Quality—Output: Quality Control Measurement Results (P305)
quality control measurements—a written record of the results of quality control activities, in the format established by the quality management plan
⚫ Control Quality - Output: Verified Deliverables (P305)
⚫ Controlling Quality—Output: Change Requests and Project Document Updates (P306)
◼ Issue Log - Deliverables that fail to meet quality requirements multiple times are usually logged as issues.
◼ Test and Evaluation Documentation - This process may result in revisions to the Test and Evaluation Documentation to make future testing more effective.
◼ Risk Register——Records new risks identified during this process and managed through the risk management process.
◼ Lessons Learned Register - Records the source of quality deficiencies, ways they could have been avoided, and how they were effectively dealt with.
⚫ Summary of the differences between "scope of confirmation" and "quality of control"
The distinction between the three processes of quality management
"Standardization" of planning quality
Manage quality "management processes" (all project management processes) QA
Control quality "check results" QC
Choices on "how to avoid"
If the customer finds a defect, he should do a good job of "quality control" QC in advance
Defects are found in the control quality, and the "management quality" QA should be done in advance
How to deal with defects found in quality control
If a small number or part of the deliverables are defective, it is necessary to go through the change process to remedy the defect
If a large number of deliverables are defective, it is necessary to reflect on the process and do a good job of QA
Notes for each chapter [1-13 chapters] Private message me to share with you for free