Quality and reliability management in projects by hcj

VIEWS: 0 PAGES: 17

									 Quality and reliability
management in projects
        (seminar)
               Quality in PM
• Quality of the project product:
  meeting the specific objectives described in
  the customer’s specification

• Quality of of the project management process
    – Quality iprovement needs continuity of
      operation
    – Importance of the project log & compilation of
      project history
 Basic principles of managing quality
           (ISO 9001:2008)
• Fully documenting all processes and procedures
  to ensure traceability
• Continual improvement of all processes in the
  organisation



• This means that projects requires a quality plan
  as a part of the project management plan.
   Reliabilty of the project product
• Reliability:
   – The ability of an item to perform a required function
     under given conditions for a given time interval.

• It is generally assumend that the item is in a state to perform the
  required function at the beginning of the time interval.
• Reliability may be expressed quantitatively by measures such as the
  reliability function, the mean time to failure and the failure rate.
• In some fields of application, the term reliability performance is
  used to designate the concept.
The reliability function
   Quality and reliability concepts of
         project management
1. Maximizing the satisfaction of customer and
   interested parties needs is paramount
2. All work is carried out as a set of planned and
   interlinked processes
3. Quality and reliability must be built into both
   products and processes
4. Management is responsible for creating an
   environment for quality and reliability
5. Management is responsible for continual
   improvement
 Maximizing the satisfaction of customer
and interested parties needs is paramount
 •   Identifying and understanding these needs
 •   Both stated and implied
 •   Translating them into requirements
 •   Ensure that all efforts are contributed to them
 •   Establish good communication links with the customer

 • Other interested parties should be taken into account,
   too, if it is possible, but the the customer is privileged
   if there is a conflict between their needs.
   All work is carried out as a set of
  planned and interlinked processes
• Project processes are for creating value for the
  customer through transformation of inputs into
  outputs.
• Planning: indentifying and documenting the
  processes and their quality and reliability
  requirements;
• Co-ordinating and integrating the process;
• Ensuring that the process have the appropriate
  skills, processes, material, equipment and
  specifications;
• Monitoring and controlling the processes.
  Quality and reliability must be built
  into both products and processes
• Prevention of failure (mistakes and errors),
  detection is not enough;
• Must be built into the design of the product;
• It is required to combine the planned and
  controlled activities with
  – competent and quality conscious personnel,
  – understanding the customer’s requirements and
    assessment.
Management is responsible for creating an
 environment for quality and reliability
 • Both in the parent organisation & the project
   organisation.
 • Setting quality objectives which can be
   quantified
 • Providing an organisational structure and
   support which is conductive to meeting
   quality and reliability objectives
 • Involving all personnel in achieving quality
    Management is responsible for
      continual improvement
• Continually seeking to improve tthe PM
  process by learning from experience.
• PM should not be treated as an isolated
  activity.
• Built up a system to collect and analyse
  information from projects for continual
  improvement.
     Project quality and the parent
              organisation
• If the parent organisation do not adapt to the
  PM requirements (PM maturity is low) than a
  separate quality system should be necessary.
• If there are two quality systems than there is a
  need for an interface between them.
    Project processes and quality
• Strategic processes
• Interlinking processes
• Operational processes
             Strategic processes
– Set the direction of the project
– Require the formal and agreed documentation of the
  customer needs
– Policies for the operational processes
   •   Procurement
   •   Quality
   •   Risk assessment and mitigation
   •   Closure
   •   Knowledge management
– These policies shoul support operational processes and
  specify:
   • Performance measures to monitor progress
   • Timing of regular management reviews
              Interlinking processes
• Since there are many interrelated processes of the project,
  any change will affect more than one process.
• Recognising and manage the connections to avoid unwanted
  consequences.
• The project management plan:
   – Integration of all subsidiary plans into a coherent one.
• Interaction management:
   – Minimising the adverse effects of actions in one process on others.
   – Communication system and management.
• Change management:
   – Assess change requests and prevent unauthorised changes.
   – Monitor the implementation of authorized changes.
   – Resolve conflicts.
               Operational processes
• Scope realted processes:
   – translation of the customer’s requirements into activities
   – ensuring to stay between the defined scope
• Communications:
   Communications plan (what, why, when, who):
        •   Collection
        •   Distribution (avoid overload, too)
        •   Storing of information
        •   Formalised procedures (meetings, agenda etc.)
• Personnel:
   –   Environment (different from the parent organisation’s)
   –   Staffing
   –   Team management
   –   Performance management
                 Reading
• Textbook chapter 5

								
To top