QualityManagement(英文版)nrw.pptx

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1、PMP Preparation TrainingQuality ManagementChapter 8Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-2Quality ManagementQuality PlanningQuality AssuranceQuality ControlProcesses necessary to ensure that the project will satisfy customer requirementsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-3Qu

2、ality Management8.1Quality PlanningPlanning8.3QualityControlControlling8.2 QualityAssuranceExecutingSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-4Quality ManagementAddresses both the management of the project and of the product of the projectImproves project management as well as the quality of

3、the productDelivery of both high quality and 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.8-5PhilosophiesDeming Leadership,long-term company posit

4、ion;continuous improvement;participatory;zero 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.8-6ISO 90

5、00ISO9000 ISO9001 Design/Develop/Produce/Install&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 m

6、anagementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-7Project 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 c

7、orrecting themManagement responsibility Success 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.8-8Process ImprovementPlan for Improve

8、mentDo on a small scaleCheck the resultsAct by correctingProcessImprovementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-9Quality PlanningIdentifying the quality standards that are relevant to the project and determining how to meet themQuality is planned in NOT inspected inSource:pmbok guide 200

9、0 2002 Robbins-Gioia,Inc.8-10Quality PlanningInputsnQuality policynScope statementnProduct descriptionnStandards®ulationsnOther process outputsTools&TechniquesnBenefit/cost analysisnBenchmarkingnFlowchartsnDesign of experimentsnCost of quality Outputs Quality management planOperational definition

10、sChecklistsInputs to other processesSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-11InputsQuality 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 organizatio

11、n can be adopted for use by the projectStakeholders should be fully aware of itQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-12Inputs(cont.)Scope statement Documents the major product deliverables and objectives that serve to define important stakeholder requirementsProduct descri

12、ption Contains details of technical issues and of other 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 quali

13、ty planningQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-13Tools&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

14、 provide a standard against which to measure performanceDesign 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 requir

15、ements,as well as all work resulting from nonconformance to requirementsQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-14Tools&Techniques(cont.)Flow chartingCause-and-effect diagram Illustrates how causes and subcauses relate and create potential problems or effectsProcess flow cha

16、rt Shows how various elements interrelateQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-15Cause and Effect DiagramFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorFactorEffectEffectPerformancePerformanceQuality PlanningSource:pmbok guide 200

17、0 2002 Robbins-Gioia,Inc.8-16ExampleCause and Effect DiagrampeoplepeoplepolicypolicyorganizationorganizationmethodsmethodsEfficientEfficientMailMailServiceServiceinformationinformationequipmentenvironmentenvironmentmaterialsQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-17Process F

18、low ChartQuality PlanningBills From ShipperVerifyOKPrepare PayAuthorizationPrepare Letter of DisputeYesNoSend toPaying OfficeSend to ShipperSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-18OutputsQuality management plan Describes how the PM team will implement quality policy.Addresses quality cont

19、rol,quality assurance,and quality improvement for the 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 identi

20、fy a need for further activity in another areaQuality PlanningSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-19Quality AssurancePlanned and systematic activities implemented within the quality system in order to provide confidence that the project will satisfy the relevant quality standardsSource:

21、pmbok guide 2000 2002 Robbins-Gioia,Inc.8-20Quality AssuranceWhatManagerial audit functionnHowPrepare and implement an organization QA programTailor a practical program to meet requirementsnWhyQuality improvementIncrease effectiveness and efficiencySource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-21

22、Quality AssurancenInputsnQuality management plannResults of quality-control measurementsnOperational definitionsTools&TechniquesnQuality-planning tools and techniquesnQuality audits Outputs Quality improvementSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-22InputsQuality management planResults of

23、quality-control measurements Records of quality-control testing and measurement,presented in a format useful for comparison and analysisOperational definitionQuality AssuranceSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-23Tools&TechniquesQuality-planning tools and techniquesBenefit/cost analysis

24、BenchmarkingFlowchartingDesign of experimentsQuality audits Structured 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.8-24Ou

25、tputsQuality improvementTaking action to increase the effectiveness 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 200

26、0 2002 Robbins-Gioia,Inc.8-25Quality ControlMonitoring results 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

27、-Gioia,Inc.8-26Quality ControlInputsWork resultsQMPOperational definitionChecklistsTools&TechniquesInspectionsControl chartsPareto diagramsStatistical samplingFlowchartingTrend analysisOutputsQuality improvementAcceptance decisionsReworkCompleted checklistsProcess adjustmentsSource:pmbok guide 2000

28、2002 Robbins-Gioia,Inc.8-27InputsWork ResultsQMPOperational definitionChecklistsQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-28Tools&TechniquesFlowchartingInspection Measuring,examining,and testing to determine whether results conform with requirementsStatistical sampling Choosing

29、 for inspection a part of a population of interestAcceptance 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 ControlSourc

30、e:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-29Control ChartsRule 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 Con

31、trolGraphic displays of the results,over time,of a process;used to assess whether the process is“in control”Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-30Pareto DiagramHistogram,ordered by frequency of occurrence,that shows how many results were generated by type or category of identified cause

32、Quality ControlParetos Law A relatively small number of causes will typically produce a large majority of the problems or defects(80/20 rule)Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-31Pareto DiagramNumber of DefectivesPercentage of DefectivesABCDE0102030401007550250CumulativePercentageFreque

33、ncy by CauseDefective ItemsQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-32Trend 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 var

34、iancesQuality ControlUsing mathematical techniques to forecast future outcomes based on historical resultsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-33Statistical Quality ControlPrevention Keeping errors out of the processInspection Keeping the errors out of the hands of the customerSpecial ca

35、uses Unusual eventsRandom causes Normal process variationQuality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-34Statistical Quality ControlAttribute sampling The result conforms or it does notVariables sampling The result is rated on a continuous scale that measures the degree of conformi

36、tyTolerances The result is acceptable if it falls with the range 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.8-35Standard deviation Square root of the varianceUsing Stand

37、ard DeviationMean()AverageVariance Sum of squared differences 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.8-36StatisticsQuality Control0-1-2-3+1+2+3n2 s

38、tandard deviations(+/-1)=68.26%n4 standard deviations(+/-2)=95.46%n6 standard deviations(+/-3)=99.73%Source:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-37Example of Standard DeviationItemWeight(x)(x-)214.90.0277825.00.0044435.10.0011145.20.0177855.30.0544465.50.1877874.70.1344484.80.0711195.10.00111To

39、tal45.60.50000Quality ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-38Example 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 ControlStan

40、dard deviation Square root of the variance;thus 0.0625=0.25Upper 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.8-39OutputsQuality improvementAcceptance decisions Items in

41、spected will either be accepted or rejected.Rejected items may 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 ControlSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-40SummaryReview QuestionsSource:pmbok guide 2000 2002 Robbins-Gioia,Inc.8-41演讲完毕，谢谢观看！