Project Quality Management - azkhan.de

1 Project QualityManagementWhy, What and Howby Kenneth H. Rose, PMPC opyright 2005 by J. Ross Publishing, 1-932159-48-7 Printed and bound in the Printed on acid-free paper10987654321 Library of Congress Cataloging-in-Publication DataRose, Kenneth, 1947 Project Quality Management : why, what and how / by Kenneth 1-932159-48-7 (softcover : alk. paper)1. Project Management . 2. Quality control. I. 013 dc222005011209 This publication contains information obtained from authentic and highly re-garded sources. Reprinted material is used with permission, and sources are effort has been made to publish reliable data and information, but theauthor and the publisher cannot assume responsibility for the validity of all materialsor for the consequences of their rights reserved.

2 Neither this publication nor any part thereof may be repro-duced, stored in a retrieval system or transmitted in any form or by any means,electronic, mechanical, photocopying, recording or otherwise, without the priorwritten permission of the copyright owner s consent does not extend to copying for general distributionfor promotion, for creating new works, or for resale. Specific permission must beobtained from J. Ross Publishing for such all inquiries to J. Ross Publishing, Inc., 6501 Park of Commerce Blvd., Suite200, Boca Raton, Florida : (561) 869-3900 Fax: (561) 892-0700 Web: you, Nancy,for your love and support over the book is dedicated to our son, Geoffrey a good person and a good of ContentsPreface.

3 IxAbout the Author .. xiWeb Added Value .. xiiiSection I. Quality FoundationsChapter 1. Understanding Quality in the Project Management 3 Definition of Quality .. 4 Traditional Definitions .. 5 Quality and the Triple Constraint .. 6 Cost of Quality .. 7 Failure .. 8 Prevention .. 9 Appraisal .. 10 Benefits of Quality .. 11 Summary .. 12 References .. 12 Chapter 2. Evolution of Quality and Its Contemporary Applicationto 13 Progressive History .. 13 The Dark Ages .. 13 Scientific Management .. 14 Understanding Variation .. 15 Inspection Reigns .. 16 Japanese Quality .. 16 Customers and Systems .. 17 Quality Then and Now .. 17vviProject Quality Management : Why, What and HowThe Wheel of Quality .. 18 Customer Focus.

4 19 Variation .. 21 Continuous Improvement .. 22 Training and Leadership .. 23 The Wheel of Quality Model .. 23 Quality and Responsibility .. 24 Summary .. 24 Reference .. 25 Chapter 3. Pioneers and 27 Pioneers .. 27 Walter Shewhart .. 27W. Edwards Deming .. 28 Joseph M. Juran .. 30 Philip B. Crosby .. 30 Kaoru Ishikawa .. 31 Genichi Taguchi .. 31 Paradigms .. 32 Six Sigma .. 32 ISO 9000 .. 33 Baldrige National Quality Program .. 35 Closing Thoughts .. 36 Summary .. 36 References .. 37 Section II. Quality ManagementChapter 4. Project Quality 41 Quality Management .. 41 Quality Planning .. 42 Quality Management Plan .. 42 Identifying Customers .. 43 Prioritizing Customers .. 45 Identifying Requirements.

5 48 Prioritizing Requirements .. 50 Quality Planning and Project Planning .. 54 Identifying Standards .. 54 Summary .. 57 References .. 59 Chapter 5. Project Quality 61 Quality Assurance .. 61 Developing Assurance Activities .. 62 Table of ContentsviiMetrics .. 62 Quality Assurance Plan .. 63 Quality Audits .. 64 Summary .. 64 References .. 65 Chapter 6. Project Quality Control and Quality 67 Quality Control .. 67 Role of Inspection .. 68 Quality Control Tools .. 68 Quality Improvement .. 69 Reasons for Quality Improvement .. 69 Hurdles .. 70 Improvement Methodology .. 71 Summary .. 73 References .. 73 Section III. Tools for Managing Project QualityChapter 7. Collecting and Understanding Project 77 Tools for Collecting Data.

6 78 Check Sheet .. 78 Tools for Understanding Data .. 81 Graphs .. 82 Histograms .. 84 Pareto Charts .. 86 Scatter Diagrams .. 90 Summary .. 93 Chapter 8. Understanding Project 95 Tools for Understanding Processes .. 95 Flow Charts .. 95 Run Charts .. 99 Control Charts .. 103 Summary .. 113 Chapter 9. Analyzing Project Processes ..115 Tools for Analyzing Processes .. 115 Cause and Effect Diagrams .. 115 Pillar Diagrams .. 120 Summary .. 122 Chapter 10. Solving Project 125 Tools for Solving Problems .. 125 Force Field Analysis .. 126 Brainstorming .. 129 Affinity Diagrams .. 132 Nominal Group Technique and Multivoting .. 138 Summary .. 143 Chapter 11. Common Project 145 Commonly Used Tools .. 145 Compliance Matrix.

7 145 Peer Review .. 148 Summary .. 149 Section IV. Quality in PracticeChapter 12. Project Systems and 153 The Red Bead Experiment .. 153 Practical Exercise .. 156 Background .. 156 Data Collection .. 157 Requirement .. 158 Tips .. 158 Summary .. 161 Appendix 1. Case Study: Dakota Wireless 165viiiProject Quality Management : Why, What and HowPrefaceThis book is a product of frustration. Quality is clearly one of the keycomponents of Project success. Everyone talks about Quality . Everyone de-mands and promises Quality in Project implementation. But in the end, itseems to be much mentioned and little employed. The reason why is notdifficult to identify or understand. Many Quality tools indeed many qualitybooks, lectures, and training sessions seem to be oriented toward themanufacturing domain.

8 A discussion of methods and tools may start offgenerally enough, but as soon as examples enter the discussion, they leapright back to some kind of manufacturing environment. That may be finefor shop supervisors, but it provides little information of relevance to projectmanagers who work with intellectual processes more than the action detailsof where does a Project manager go for guidance on how to integratequality into Project implementation? Many years of searching have yieldedfew results. There just do not seem to be any good sources that deal directlywith both Quality of the Project and Quality of the product. Project managersare busy people. They want answers, not a lot of Socratic questions or a lotof theory followed by good wishes for subsequent book delivers what has been missing.

9 It provides a background ofquality concepts and their evolution over time, but is focused on the limitedinformation that is necessary for Project managers to understand the contextof Quality . It summarizes concepts in a model of contemporary Quality thatprovides a unifying, big-picture view. It provides a simple framework ofspecific action steps to manage Project Quality . It explains key Quality toolsrelevant to the framework and presents them in a logical order of , the book takes readers through a practical exercise in a managementixenvironment that will allow them to experience an application to dosomething not just read about book will not make you an expert on Quality . It will not enable youto lecture long and eloquently about the history and theory of Quality .

10 It willgive you an immediate hands-on capability to improve Project implementa-tion and customer satisfaction by making Quality an integral part of yourprojects and the products of your projects. That is probably what reallymatters Quality Management : Why, What and HowAbout the AuthorKenneth H. Rose completed a twenty-three-yearmilitary career in high-technology developmentand Project Management as a member of the ArmyAcquisition Corps. His hands-on experienceranges from the first steps of initiating concepts,identifying user requirements, and evaluatingtechnology alternatives to the culminating pro-cesses of Project implementation and , as senior research scientist withPacific Northwest National Laboratory, he helpedlarge government organizations to develop andapply Quality improvement programs, innovativeperformance measurement procedures, and strategic plans.