Quality Flashcards
Manage Quality
Translates quality mgmt plan into executable quality activities
Control Quality TnT (Attitude CONTROL of DSCS III)
TIMD3
Testing/Product evaluations
Inspection
Meetings
Data Analysis (e.g. Performance reviews, Root-Cause Analysis)
Data Gathering (e.g. Checklists, Checksheets, Sampling, Surveys)
Data Representation (e.g C&E, CONTROL CHARTS, Histogram, Scatter diagram)
Plan Quality Mgmt TnT
METD4 (Quality must be met)
Meetings
Expert Judgment
Test and Inspection Planning
Cost Benefit Analysis
Cost of Quality
Data gathering (e.g. benchmarking, brainstorming)
Data analysis (e.g. Cost Benefit Analysis, Cost of Quality)
Decision Making (e.g. multicriteria analysis)
Data Representation (Flow Charts, Logical Data Model, Matrix Diagrams, Mindmapping)
Work Performance Data
Raw data
Comes from Direct and Mange Work and ONLY from Direct and Manage Work
Input to M&C
Control Quality
Monitoring & Recording
Ensure products are complete, correct, and customer expectations are met (C3)
Work Performance Reports
Created from Information
Plan Quality Mgmt
Identifying Quality Rqmts
Documenting How project will demonstrate compliance
How quality will managed and verified throughout process
Quality Mgmt Plan
Part of PMP
Describes how applicable Policies Procedures Guidelines will get you to quality objectives
😢Does not contain the quality standards
Quality Rqmt
Used to assess conformance by validating acceptability of some attribute
Quality Metrics
How to ensure some Project or product attribute
Change
Modification to any formally controlled deliverable, PMP component, or project document
Deliverable
Any unique & verifiable product, result, or capability to complete a project
Quality Report
Rcmds Quality Mgmt Issues
Summary of Work Performance Information
Precision
Measure of exactness
Accuracy
Assessment of correctness
Benchmarking
Comparing Processes and operations to those in comparable org’s to determine best practices
Continuous Quality Improvement
Focuses on continuous incremental improvements (Kaizen)
Plan-Do-Check-Act
(Shewart & Deming)
Plan: Establish Objectives
Do: Implement Plan
Check: Compare measurements against expected results
Act: Analyze differences to determine cause
Processes for Deliverables
Direct & Manage Work
Control Quality
Validate Scope
Close
Outputs of Direct and manage work
QWAD Quality Metrics Work Performance Data Accepted Change Requests DELIVERABLES
Outputs of Control Quality
"QWAD"V Quality Measurements Work Performance Information Change Requests VERIFIED DELIVERABLES Validated Changes
Outputs of Validate Scope
ACCEPTED DELIVERABLES
Probability Distribution
Represents the likelihood of different outcomes from a chance event
Median
Point where 50% of results are above mean, and 50% are below mean
Mean=Mode=Median for normal distribution
Mode
Most frequent data point
1 sigma
68% of values above AND below mean
2 sigma
95% of values are above AND below mean
3 sigma
99.7% of values are above AND below mean
Cumulative Distribution
0 to - 3 sigma : 0.15% 0 to - 2 sigma: 2.25% 0 to - 1 sigma: 16% 0 to +1 sigma: 84% 0 to +2 sigma: 97.75% 0 to + 3 sigma: 99.85%
Control Limits
Set by process
How well we control the process
Tolerances
Set by customer
what customer will accept
Inspection
Reactive
Catching errors before customer does
Prevention
Proactive
Keeping errors out of process
Control Quality Inputs
QDDAW Quality Metrics Deliverables (come to quality control to be measured for correctness) PMP Work Performance Data Approved change requests
Control Quality Tools and Techniques
Data Analysis Data Gathering (SHP2C3) Statistical Sampling Inspection Approved CR review
7 Quality Tools
SHP2C3 (Ishakwa) Scatter Diagram Histogram Pareto Process (Flow charts) Cause and Effect Diagrams Control Diagrams Check Sheets
Perform Qualitative Risk Analysis
Prioritizing project risks for further analysis or action
Grade
Category for products having same use but different characteristics
CONFORMANCE to Requirements
Ensure project produces what it said would produce (Crosby)
FITNESS FOR USE
Product satisfies a real need (Juran)
Design for X
experiment to determine what factors have the most influence on a specific variable
Goleman
“MAN”
EI
Goldratt
Critical Chain Method
Force planning to work toward end goals, not end dates
Continuous crashing
Parkinson
Work expands to fill the time
Juran
Quality=Fitness for Use
Crosby
Quality = Conformance to requirements
Quality is free
0 defects are possible
Deming
TQM: Quality is everyone’s responsibility
Shewart & Deming
Plan-Do-Check-Act
Puppies Do Cry Alot
Ishakawa
7 Tools
SHP2C3
SH (As in ISHakawa)
Taguchi
Lose Function: Loss in value progressively increases as variation increases from intended condition
Think of Gucci bag imitators
Pareto
Chart named after him
Tuckman
5 Stage of Team Development Forming Storming Norming Performing Adjourning
Maslow
Hierarchy of Needs 5 levels Physiological Safety Love/Belonging Esteem Self-Actualization
McGregor
(Highlander)
Theory X: Workers are NOT Motivated
Theory Y: Workers ARE Motivated
McClelland
Field Training Acquired Needs Theory Need for Achievement Need for Power Need for Affiliation
Herzberg
H(erzberg)= H(ygiene)
Hygiene Factors Not enough to motivate workers
Ouchi
Theory Z
Increase worker loyalty by considering all aspects of the individual worker (work and home)
Vroom
Expectancy Theory
People need to believe they can be successful
Perform Quality Assurance vs. Control Quality
Improving Processes vs. Measuring Products
More managerial vs. More technical
More big picture vs. More detailed
INPUT: Quality control measurements (processes) vs. OUTPUT: Quality Control Measurements (products)
Process Decision Program Charts
Identify Consequential impact of failure on activity plans
Create appropriate contingency plans to limit risk
Used to understand a goal in relation to the steps for getting to the goal
Interrelationship Digraphs
Tool displays interrelated cause-and-effect relationships and factors
Describes desired outcomes
Prioritization Matrix
Pair-wise comparisons* is used to prioritize items and describe them in terms of weighted criteria
- Judging items in pairs to judge which of each entry is preferred
Quality Audits
Review by someone outside project team to determine how we’re doing from a quality standpoint
Perform Quality Assurance includes
the improvement of quality processes
Deliverables are
An input to Perform Quality Assurance
What is process analysis
A Tool and Technique of Perform Quality Assurance
What is the tool used to understand a goal in relation to the steps for getting to the goal
Process Decision Program Charts
Is “Measuring Deliverables (products)” an action of Control Quality or Validate Scope?
Both
Is control quality performed internally or by the customer
Internally
When is control quality performed
Usually before validate scope
If the product fails “Control Quality” can the customer accept it anyway?
Yes
Who performs “validate scope”
By the customer
When is “validate scope” performed?
Usually after “Control Quality”
If the product passes “Control Quality” does the customer have to accept it
No. He can fail it as part of validate scope
The requirements and traceability matrix are
Inputs to Validate Scope
Quality metrics are
An OUTPUT of plan quality
An INPUT to control quality
Control Quality is
Monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance
