PM 00 9 Project Management Preparation for Success

PM 00. 9 Project Management Preparation for Success * Manage Quality * Ten. Step Project Management Process ™

PM 00. 9 Manage Quality is ultimately defined by the customer and represents how close the project and deliverables come to meeting the customer's requirements and expectations. Quality is in the eyes of the beholder (customer) Quality does not mean the best or zero defects – just meet customer’s expectations Ten. Step Project Management Process ™ 2

PM 00. 9 The Case for Quality Value Statement: An effective quality management program leads to user satisfaction, enhanced reputation, and most notably, a decrease in the cost of producing the product. The Cost of Quality A Hewlett-Packard executive once noted, “If you catch a two cent resistor before you use it and throw it away, you lose two cents. If you don’t find it until it has been soldered into a computer component, it may cost $10 to repair the part. If you don’t catch the component until it is in the computer. . . the expense may exceed the manufacturing cost. ” Ten. Step Project Management Process ™ Effective Quality Management 3

PM 00. 9 Manage Quality Understand the expectations of the customer in terms of quality and then put a proactive plan and process in place to meet those expectations Ten. Step Project Management Process ™ 4

PM 00. 9 Group Exercise What does quality really mean? List your ideas: • Characteristics • Aspects • Indications Ten. Step Project Management Process ™ 5

PM 00. 9 The Characteristics of Quality • Quality of the deliverables produced • Quality of the service provided Q Ten. Step Project Management Process ™ 6

PM 00. 9 Product Quality • • • Reliable Ease of use Easy to maintain when completed Available when needed Flexible for future needs Good value for dollars spent Intuitive / easy to understand Secure Well documented Minimally defective (Doesn't have to be perfect) Responsive (Good response time. ) A match to customer needs Ten. Step Project Management Process ™ 7

PM 00. 9 Service Quality • • • Responsive Competent Accessible Courteous Good communication Credible Knowledgeable of the product Knowledgeable of the customer Reliable Ten. Step Project Management Process ™ 8

PM 00. 9 Manage Quality Planning Activities completed during the planning phase to determine the quality standards for the project, including correctness and completeness criteria for project management and project deliverables, and relevant company standards and guidelines Quality Assurance A periodic review completed after each major phase of a project that evaluates the overall performance of the project. Quality Assurance activities focus on the processes being used to manage and deliver the solution, and can be performed by an IS Manager, business client or a third-party reviewer. Usually occurs after the completion of a major phase of the project (I. e. analysis and Design). QP QA QC Quality Control Activities to verify that project management and project deliverables meet the quality standards established by the project. Provides a method for improving project performance. Quality Control is conducted continually throughout a project. Planning Ten. Step Project Management Process ™ Analysis Design Construct / Test 9 Implement Support

PM 00. 9 Manage Quality • Quality Planning • Quality Control – The activities to create project deliverables • Quality Assurance – The process used to create the deliverables Ten. Step Project Management Process ™ 10

PM 00. 9 Quality Control Techniques • Deliverable reviews • Checklists – Deliverables are consistent – Deliverables contain all the necessary information • Peer reviews / technical reviews / code reviews Ten. Step Project Management Process ™ 11

PM 00. 9 Quality Control Techniques • Testing – Unit – Integration – System – Acceptance • Standards to ensure consistency • Structured methods and techniques (i. e. programming) Ten. Step Project Management Process ™ 12

PM 00. 9 QC Example - Deliverable Review 1. Determine the appropriate participants. 2. (Optional) Define interim completeness and correctness criteria 3. Send out the review material prior to the meeting. 4. Conduct the review 5. Conclude the review. • Pass • More work needed 6. Communicate the results of the review. Ten. Step Project Management Process ™ 13

PM 00. 9 Quality Assurance Techniques • Review or audits (process related) • Standard, predefined processes • Checklists to ensure standard process was followed Ten. Step Project Management Process ™ 14

PM 00. 9 Team Exercise – Manage Quality The case study project has been in-progress for three months. You have been asked to perform a quality audit. • What questions will you ask? • What things will you look for to ensure the project is on -track? Ten. Step Project Management Process ™ 15

PM 00. 9 The Quality Value Equation 1. 2. 3. 4. There is value received for building in quality There is a cost (sometimes hidden) for poor-quality The value received from high-quality must be greater than the cost of quality + the cost of poor-quality Value of quality > (cost of quality + cost of poor quality) Ten. Step Project Management Process ™ 16

PM 00. 9 The Quality Value Equation If the value of quality is less than the costs • You are building too high a level of quality • You are building quality higher than customer expectations • You need to reduce cost of quality and the cost of poor quality • You may not be able to effectively compete Ten. Step Project Management Process ™ 17

PM 00. 9 The Benefits of Quality • • Higher sales Price premium Repeat business / customer loyalty Increased customer satisfaction Higher productivity Lower costs / shorter duration Higher team morale Fewer errors / defects Ten. Step Project Management Process ™ 18

PM 00. 9 The Cost of Quality • • Deliverable reviews Creation of the Quality Plan Customer approvals Testing Quality control standards Quality Control and Quality Assurance Groups Gathering metrics Ten. Step Project Management Process ™ 19

PM 00. 9 The Cost of Poor Quality • • Warranty work Customer dissatisfaction Repairs / maintenance Help desk / support staff Poor morale Lost business Lost jobs Ten. Step Project Management Process ™ 20

PM 00. 9 Cost of Poor Quality Rework • Can be result of not having rigorous enough quality processes in place • Strive to eliminate rework by continually improving processes • Find rework as early as possible • Not the same as a scope change Ten. Step Project Management Process ™ 21

PM 00. 9 There’s One Little Problem Value of quality > (cost of quality + cost of poor quality) • Many benefits and costs do not show up during the life of the project • Hard to implement rigorous quality management on individual projects • Need organizational implementation – Focus on environment – Focus on long term costs and benefits Ten. Step Project Management Process ™ 22

PM 00. 9 Quality Organizational Traits • Quality is an integral part of the organization, not an afterthought • Stress prevention over inspection • Regularly assess the causes of successes and failures • Use accumulated wisdom to improve and institutionalize best practices Ten. Step Project Management Process ™ 23

PM 00. 9 Quality Organizational Traits • Quality management is not treated as an event – Ongoing process – Mindset • Understand a consistently high quality product cannot be produced by a faulty process Ten. Step Project Management Process ™ 24

PM 00. 9 Quality Organizational Traits • Focus on processes, not people • Make quality everyone's responsibility Ten. Step Project Management Process ™ 25

PM 00. 9 Measuring Quality Can’t manage quality without capturing metrics • Define metrics • Capture the metrics. • Analyze to determine how processes can be improved Ten. Step Project Management Process ™ 26

PM 00. 9 Measuring Quality • Some parts subjective – ask the customer • Try to make as objective as possible – Define the aspects of quality – Measure as much as you can Ten. Step Project Management Process ™ 27

PM 00. 9 Measuring Quality Focus on customer expectations Define process Measure quality Update process Ten. Step Project Management Process ™ 28

PM 00. 9 The Last Word - Goldplating • Delivering more than the customer requested • Implication is that the customer requirements could have been met quicker and for less cost • Customer asked for • You delivered • Not a good thing Ten. Step Project Management Process ™ 29

PM 00. 9 Manage Quality 1. Develop a Quality Plan • • Major deliverables Completeness and correctness criteria Quality control activities Quality assurance activities 2. Move QA and QC activities to the workplan 3. Execute QA and QC activities Ten. Step Project Management Process ™ 30

PM 00. 9 Manage Quality - Deliverables • • Quality Plan QA Checklists QC Checklists Completeness and Correctness Criteria Ten. Step Project Management Process ™ 31

PM 00. 9 Case Study #11 – Quality Management • Review the initial quality requirements • Brainstorm manual and automated processes that will help achieve the quality requirements – From project team and the user’s perspective – Single instance and ongoing activities • Validate that cost of the activity seems reasonable • Report back to the group Ten. Step Project Management Process ™ 32

PM 00. 9 Manage the Project ü Manage workplan ü Manage issues ü Manage scope ü Manage communication ü Manage risk ü Manage documentation ü Manage quality • Manage metrics Ten. Step Project Management Process ™ 33

PM 00. 9 Learning Objectives By the end of class, each participant should be able to: üUnderstand the value of project management processes üReview the various aspects of defining a project üBuild and maintain an appropriate project workplan üIdentify and manage issues, scope and communication üIdentify and manage project risks üDetermine methods to manage project documentation üIdentify and manage to the appropriate level of quality • Identify metrics to improve processes and declare success Ten. Step Project Management Process ™ 34

PM 00. 9 Questions? ? Ten. Step Project Management Process ™ 35