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 C I P Key: I = Initiating P = Planning E = Executing M/C = Monitoring & Controlling C = Closing M/C E 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 Plan-driven Predictive, traditional; Waterfall Detailed Scope, Schedule, Cost determined early in the life of the project Changedriven Adaptive Life Cycles 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 Fixed time and cost Scope is broadly defined; will be refined as project progresses Requirements documented in the Backlog 7

THE PROJECT MANAGEMENT PROCESS Initiating Start Closing Planning End Plan Monitoring / Closing Executing Check and Act Do Look familiar? 8

SO, WHERE ARE WE? THE PROJECT MANAGEMENT PROCESS FROM A QUALITY MANAGEMENT PROFESSIONAL S PERSPECTIVE: More Than Just the Project Quality Management Knowledge Area for Successful Project Management 9

THE PROJECT MANAGEMENT PROCESS C I P Key: I = Initiating P = Planning E = Executing M/C = Monitoring & Controlling C = Closing M/C E GO TO THE HANDOUT 10

HIGH-LEVEL WALK THROUGH http://www.slideshare.net/elsherifr/process-groups-and-knowledge-areas-pmbok-5th-edition 11

Knowledge Area RELATIONSHIP BETWEEN KNOWLEDGE AREAS AND PROCESS GROUPS Process Group Initiating Planning Executing Monitoring & Controlling Integration Scope Scope Time Time Cost Cost Quality Human Resources Communications Risk Risk Procurement Stakeholders Closing 2013 RMC Publications, Inc., 12

http://www.slideshare.net/elsherifr/process-groups-and-knowledge-areas-pmbok-5th-edition 13

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

THE QUALITY MANAGEMENT PROCESS: HELPS AVOIDS ISSUES LATER! 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 Perform Qlty Assurance Are we following the procedures and processes planned? Are the procedures giving us the intended results? Quality Audit 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 15

PLAN QUALITY MANAGEMENT PROCESS: DETERMINING WHAT THE REQUIREMENTS, PROCEDURES, AND STANDARDS FOR THE PROJECT AND PRODUCT ARE 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 o Statistical Sampling Other 1. Brainstorming 2. Affinity Analysis 3. 3 or 6 Sigma 16

THE COST OF QUALITY Cost of Conformance Cost of Nonconformance Quality Training Rework Studies Scrap Surveys Inventory costs Efforts to ensure everyone knows the processes to use to complete their work Warranty costs Lost business 17

PERFORM QUALITY CONTROL PROCESS: E N S U RING CUSTOMER AC C E P TA N C E THROUGH MEASUREMENT 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 18

PLAN SCOPE MANAGEMENT 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? 21

SCOPE: TWO OF THEM! 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 22

WATCH FOR SCOPE CREEP 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 23 considered harmful.

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

DEFINE SCOPE: CAR 5-BUTTON REMOTE WITH LIMITED FEATURES CAR 5-BUTTON REMOTE THAT RETAINS PRESET DRIVER LIGHTING AND SECURITY PREFERENCES 26

RISK ANALYSIS AND FMEA Risk Response Strategies Threats Accept Avoid Transfer Opps Accept Share Exploit Mitigate Enhance Risk Reserves added to the Budget 28

THE HUMAN RESOURCE MANAGEMENT PROCESS Hiring new employees Negotiating for best possible resources Team Makeup: Dedicated Part-time Partnership Virtual Acquire Project Team Develop Project Team Team-Building Tuckman Ladder Training Ground Rules Rewards/Recognition Tm Performance Assessment 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 30

MANAGE PROJECT TEAM EXPANDED 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) 31

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. 33

Requirements Lessons Learned CLOSE PROJECT/PHASE PROCESS - Verify and document that the project, or phase, meets completion or exit criteria established in Planning - Obtain formal (legal) and final acceptance of the product from the customer - Gather Lessons Learned from the Team - Archive 36

ALMOST DONE 37

MORE THAN JUST THE PROJECT QUALITY MANAGEMENT KNOWLEDGE AREA FOR SUCCESSFUL PROJECT MANAGEMENT 38

COMMON QUALITY PRINCIPLES Prevention over Inspection Continuous Improvement (Kaizen) Just in Time (JIT) Total Quality Management (TQM) Responsibility for Quality Impact of Poor Quality 39

MORE THAN JUST THE PROJECT QUALITY MANAGEMENT KNOWLEDGE AREA FOR SUCCESSFUL PROJECT MANAGEMENT Deliverables that meet customer requirements Improved project management processes 40