项目管理双语ppt课件第七章--质量控制.ppt

《项目管理双语ppt课件第七章--质量控制.ppt》由会员分享，可在线阅读，更多相关《项目管理双语ppt课件第七章--质量控制.ppt（38页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-1Quality PlanningQuality AssuranceQuality ControlProcesses necessary to ensure that the project will satisfy customer requirementsChapter 7 Project Quality ManagementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-2Quality ManagementQuality PlanningP

2、lanningQualityControlControllingQualityAssuranceExecutingSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-3Quality ManagementAddresses both the management of the project and of the product of the projectImproves project management as well as the quality of the productDelivery of both high quality an

3、d high grade of productQuality is planned in,not inspected inInvestments in product quality improvement must often be borne by the performing organizationSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-4PhilosophiesDeming Leadership,long-term company position;continuous improvement;participatory;ze

4、ro defectsJapanese Similar to DemingJuran Decrease cost of qualityCrosby Decrease cost of quality;authoritarian;zero defectsTheory X Workers lazy,motivated by moneyTheory Y Workers good and trustworthySource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-5ISO 9000ISO9000 ISO9001 Design/Develop/Produce/In

5、stall&ServiceISO9002 Produce&InstallISO9003 Inspection&TestingCost Prevention costs:Training,surveys,implementation of quality systemFailure costs:Rework,rejects,scrapExternal Costs:Warranty,recall,handling complaintsNote 85%of costs are responsibility of managementSource:pmbok guide 2000 2002 Robbi

6、ns-Gioia,Inc.8-6Project Management&Quality ManagementCustomer satisfaction Understanding,managing,and influencing needs so that customer expectations are met or exceededPrevention over inspection The cost of avoiding mistakes is much less than the cost of correcting themManagement responsibility Suc

7、cess requires participation of all members of the team,but it is the responsibility of management to provide resources neededProcesses within phases Plan/Do/Check/Act cycleSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-7Process ImprovementPlan for ImprovementDo on a small scaleCheck the resultsAct

8、 by correctingProcessImprovementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-8Quality PlanningIdentifying the quality standards that are relevant to the project and determining how to meet themQuality is planned in NOT inspected inSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-9Quality Plannin

9、gInputsQuality policyScope statementProduct descriptionStandards®ulationsOther process outputsTools&TechniquesBenefit/cost analysisBenchmarkingFlowchartsDesign of experimentsCost of quality Outputs Quality management planOperational definitionsChecklistsInputs to other processesSource:pmbok guide

10、 2000 2002 Robbins-Gioia,Inc.8-10InputsQuality policy “Overall intentions and direction of an organization with regard to quality as formally expressed by top management”International Organization of StandardsThe quality policy of the organization can be adopted for use by the projectStakeholders sh

11、ould be fully aware of itQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-11Inputs(cont.)Scope statement Documents the major product deliverables and objectives that serve to define important stakeholder requirementsProduct description Contains details of technical issues and of othe

12、r concerns that may affect quality planningStandards and regulations Specific standards or regulations that may affect the projectOther process outputs Processes in other knowledge areas may produce outputs that should be considered part of quality planningQuality PlanningSource:pmbok guide 2000 200

13、2 Robbins-Gioia,Inc.8-12Tools&TechniquesBenefit/cost analysis Cost and benefit tradeoffs of meeting quality requirementsBenchmarking Comparing actual or planned project practices to other projects,in order to generate ideas for improvement and to provide a standard against which to measure performan

14、ceDesign of experiments Statistical method that helps identify which factors might influence specific variables.Cost of quality The total cost of all efforts to achieve product/service quality,and includes all work to ensure conformance to requirements,as well as all work resulting from nonconforman

15、ce to requirementsQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-13Tools&Techniques(cont.)Flow chartingCause-and-effect diagram Illustrates how causes and subcauses relate and create potential problems or effectsProcess flow chart Shows how various elements interrelateQuality Plann

16、ingSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-14Cause and Effect DiagramFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorEffectEffectPerformancePerformanceQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-15ExampleCause and Effect D

17、iagrampeoplepeoplepolicypolicyorganizationorganizationmethodsmethodsEfficientEfficientMailMailServiceServiceinformationinformationequipmentenvironmentenvironmentmaterialsQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-16Process Flow ChartQuality PlanningBills From ShipperVerifyOKPre

18、pare PayAuthorizationPrepare Letter of DisputeYesNoSend toPaying OfficeSend to ShipperSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-17OutputsQuality management plan Describes how the PM team will implement quality policy.Addresses quality control,quality assurance,and quality improvement for the

19、project.Operational definitions(Metrics)Describes what something is and how it is measured by the quality control processChecklist Used to verify that a set of required steps has been performedInputs to other processes Quality planning may identify a need for further activity in another areaQuality

20、PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-18Quality AssurancePlanned and systematic activities implemented within the quality system in order to provide confidence that the project will satisfy the relevant quality standardsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-19Quality As

21、suranceWhatManagerial audit functionHowPrepare and implement an organization QA programTailor a practical program to meet requirementsWhyQuality improvementIncrease effectiveness and efficiencySource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-20Quality AssurancenInputsQuality management planResults o

22、f quality-control measurementsOperational definitionsTools&TechniquesQuality-planning tools and techniquesQuality audits Outputs Quality improvementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-21InputsQuality management planResults of quality-control measurements Records of quality-control testi

23、ng and measurement,presented in a format useful for comparison and analysisOperational definitionQuality AssuranceSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-22Tools&TechniquesQuality-planning tools and techniquesBenefit/cost analysisBenchmarkingFlowchartingDesign of experimentsQuality audits S

24、tructured review of QM activities in order to identify the lessons learned that can improve the performance of this project and of other projects within the organizationQuality AssuranceSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-23OutputsQuality improvementTaking action to increase the effecti

25、veness and efficiency of the project and to provide added benefits to the project stakeholdersPreparing change requests or taking corrective action in accord with procedures for overall change controlQuality AssuranceSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-24Quality ControlMonitoring result

26、s to determine if they comply with relevant quality standards and identifying ways to eliminate problem causesProject results are deliverables and management results,such as cost and schedule performanceSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-25Quality ControlInputsWork resultsQMPOperationa

27、l definitionChecklistsTools&TechniquesInspectionsControl chartsPareto diagramsStatistical samplingFlowchartingTrend analysisOutputsQuality improvementAcceptance decisionsReworkCompleted checklistsProcess adjustmentsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-26InputsWork ResultsQMPOperational d

28、efinitionChecklistsQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-27Tools&TechniquesFlowchartingInspection Measuring,examining,and testing to determine whether results conform with requirementsStatistical sampling Choosing for inspection a part of a population of interestAcceptance

29、sampling Evaluating a portion of a lot to determine acceptance or rejection of the entire lot Pluses:Good if:inspection costs high,destructive testing required,inspection procedures tediousMinuses:Not good if lots smallQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-28Control ChartsR

30、ule of Seven Run of seven points toward upper or lower control limit may indicate that process is out of control Assignable causes Variations may be caused by differences in machines,workers overtime,etc.Identify the root cause.Quality ControlGraphic displays of the results,over time,of a process;us

31、ed to assess whether the process is“in control”Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-29Pareto DiagramHistogram,ordered by frequency of occurrence,that shows how many results were generated by type or category of identified causeQuality ControlParetos Law A relatively small number of cause

32、s will typically produce a large majority of the problems or defects(80/20 rule)Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-30Pareto DiagramNumber of DefectivesPercentage of DefectivesABCDE0102030401007550250CumulativePercentageFrequency by CauseDefective ItemsQuality ControlSource:pmbok guide

33、2000 2002 Robbins-Gioia,Inc.8-31Trend AnalysisTechnical performance How many errors or defects have been identified;how many remain uncorrectedCost and schedule performance How many activities per period were completed with significant variancesQuality ControlUsing mathematical techniques to forecas

34、t future outcomes based on historical resultsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-32Statistical Quality ControlPrevention Keeping errors out of the processInspection Keeping the errors out of the hands of the customerSpecial causes Unusual eventsRandom causes Normal process variationQual

35、ity ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-33Statistical Quality ControlAttribute sampling The result conforms or it does notVariables sampling The result is rated on a continuous scale that measures the degree of conformityTolerances The result is acceptable if it falls with the ra

36、nge specified by the toleranceControl limits The process is in control if the result falls within the control limitsQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-34Standard deviation Square root of the varianceUsing Standard DeviationMean()AverageVariance Sum of squared differences

37、 between mean and each value,(x-)2,divided by number of samples less one or(9-1=8)Quality ControlUpper control limit(UCL)Three standard deviationsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-35StatisticsQuality Control0-1-2-3+1+2+3n2 standard deviations(+/-1)=68.26%n4 standard deviations(+/-2)=9

38、5.46%n6 standard deviations(+/-3)=99.73%Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-36Example of Standard DeviationItemWeight(x)(x-)214.90.0277825.00.0044435.10.0011145.20.0177855.30.0544465.50.1877874.70.1344484.80.0711195.10.00111Total45.60.50000Quality ControlSource:pmbok guide 2000 2002 Rob

39、bins-Gioia,Inc.8-37Example of Standard DeviationMean()=45.6/9=5.066;(rounded to 5.07)Variance Sum of squared differences between mean and each value,(x-)2,divided by number of samples less one or(9-1=8);thus 0.5/8=0.0625Quality ControlStandard deviation Square root of the variance;thus 0.0625=0.25Up

40、per control limit(UCL)=Three standard deviations;thus 3(0.25)+(or 5.07)=5.82.The lower control limit(LCL)equals 4.32 or 5.07-3(0.25).Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-38OutputsQuality improvementAcceptance decisions Items inspected will either be accepted or rejected.Rejected items ma

41、y need reworkRework Action taken to bring a defective or non-conforming item into compliance with requirements or specificationsCompleted checklists Become part of projects recordsProcess adjustments Immediate corrective or preventive action,in accordance with change control proceduresQuality Control