Change Control
PROJ6003 PROJECT EXECUTION AND CONTROL
Module 3 – Quality Assurance & Control (Quality Management)
Week 5
Giovana Bruno – Lead Learning Facilitator Gabriela Jimenez – Co-Learning Facilitator
Module 3
▪ Monitoring and Controlling project work.
▪ Tools and techniques for project quality control
and quality assurance.
What we’ll cover in this Module
What is Quality?
Some Definitions of Quality The American Society for Quality (ASQ)
1) The characteristics of a product or service that bear on its ability to satisfy stated or
implied needs.
2) A product or service free of deficiencies.
International Organization for Standardization (ISO)
The quality of characteristics of an entity that bears on its ability to satisfy stated or
implied needs.
The American Society of Civil Engineers (ASCE)
The fulfilment of project responsibilities in the delivery of products and services in a
manner that meets or exceeds the stated requirements and expectations of the owners,
design professional, and constructor.
PMBOK (from ISO9000)
The degree to which a set of inherent characteristics fulfil requirements.
What is Grade? ▪ And why are we talking about this?
What we are really asking is…
Which one has higher quality? Why?
VS
Quality vs. Grade
Quality as a delivered performance or result is “the degree to which a
set of inherent characteristics fulfil requirements” (ISO 9000).
Grade as a design intent is a category assigned to deliverables having
the same functional use but different technical characteristics. The
performance specification to which a product is produced.
In quality management, we are trying to prevent low-quality
from happening by defining how the project can meet the
requirements of its customers and other stakeholders
affected by the project.
Quality can be imbedded in any part of the project, so we also need to qualify the
type of quality we are looking at…
Qualifying Quality… Wait, WHAT?
For example, in managing a construction project:
▪ Quality of Project processes: One could set up processes according to the PMBOK
standard and assure quality from the Project Management side.
▪ Quality of Industry-Specific Processes: One could follow Health & Safety standards
(e.g. ISO45001) as a set of standards to determine policies and procedures for
working in construction sites.
▪ Quality of Management System: The organisation could follow a certain set of
standards for all other processes performed and implement the ISO9001:2015
standard.
Product Quality
Performance
Aesthetics
Special features
Conformance
ReliabilityDurability
Perceived quality
Serviceability
Consistency
Quality of Deliverables
Service Quality
Convenience
Reliability
Responsibility
Time
Assurance
Courtesy
Consistency
Expectations
Quality of Deliverables
Even projects that are delivered within budget and on time are not successful if the quality of the deliverable is poor…
Quality Management is all about identifying and following quality requirements, auditing the results of quality control measurements and using quality measurements to control quality, and recommending project changes if necessary.
(PMI)
QUALITY
Customer satisfaction
Prevention over
inspection
Continuous improvement
(PDCA)
Management Responsibility
Cost of quality
Quality Management is an important
component of Project Management,
as we see from its link with the Triple
Constraint.
Both QM & PM disciplines
recognise the importance of these
elements:
Five Elements of Project Quality Management
W. Edwards Deming (1900 - 1993)
Deming was the best-know figure associated with the quality field and is considered
its founding father. Placed great importance on management. His philosophy is
based on four principal methods:
1. The Plan-Do-Check-Act (PDCA) Cycle or Deming Cycle
2. Statistical process control: the key to better management was the study of the process. If we remove the sources of variability from any process, we make it more
predictable and therefore more controllable.
3. The 14 principles of transformation is a complete philosophy of
management
Quality Gurus
Deming Cycle
https://www.youtube.com/watch?v=8T1sYPrQqvY
A universal improvement
methodology - the idea being to
constantly improve, and thereby
reduce the difference between the
requirements of the customers and
the performance of the process.
Kaoru Ishikawa (1915 - 1989)
The founding philosophy of Ishikawa approach is “companywide quality control”.
He has identified 15 effects of companywide quality control. His approach deals
with organisation aspect and is supported by the “quality circles” technique and the
“seven tools of quality control”.
Ishikawa fishbone diagram
Quality Gurus
The Fishbone Diagram
https://www.youtube.com/watch?v=I0c6Gd26Fxw
Philip Crosby (1926 - 2001)
Crosby’s philosophy is encapsulated in his “Absolute Truths of Quality
Management”:
1. Quality is defined as conformance to requirement, not as “goodness” or
“elegance”.
2. It is always cheaper to do it right the first time (prevention).
3. The performance measurement is the cost of quality.
4. The performance standard is zero defects.
Quality Gurus
Joseph Juran (1904 - 2008)
Juran’s philosophy is best summed as “Quality does not happen by accident; it
has to be planned”. The emphasis of Juran’s work is on planning organisational
issues, management’s responsibility for quality, and the need to set goals and
targets for improvement. Juran’s definition of quality is “Fitness for use or
purpose”. His three quality processes are:
1. Quality planning
2. Quality control
3. Quality improvement
Quality Gurus
Juran’s Quality Trilogy
https://www.youtube.com/watch?v=OEN48Vz7KRA
Good quality management requires quality
actions to be planned out, improved and
controlled.
Total Quality Management ▪ TQM Combines several ideas from the Quality Gurus into a holistic view of
the organisation and the management of quality in all aspects of the
business.
▪ The concept was born following WWII to compete in the global market
where higher quality, lower cost, and more rapid development were
highly demanded.
▪ It is a way of planning, organising, and understanding each activity of the
process and removing all the unnecessary steps (related with waste
elimination).
Today, TQM is a philosophy that makes quality values the drivers behind:
Leadership, Design, Planning, and Improvement in activities.
https://www.youtube.com/watch?v=gwHngq4Bw0w&t=3s
Total Quality Management Cont’d
Project Quality Management Overview
▪ It addresses the management of the project and the deliverables /
outcomes of the project.
▪ Includes the processes for incorporating the organisation’s quality
policy regarding planning, managing and controlling project and
product requirements in order to meet stakeholder’s expectations.
▪ It applies to all projects, regardless of the nature of their deliverables
and is the responsibility of all team members.
▪ Ensures that project’s activities are efficient and effective.
▪ Quality measures and techniques are specific to the type of
deliverables being produced by the project.
PMBOK’s Quality
Management
What do you think QA and QC are? What’s their difference?
Plan Quality: • What elements to plan? What standards will govern
project deliverables? • How will we demonstrate compliance to the requirements
and/or standards? What are the metrics?
Manage Quality: • Audit the processes being used to achieve standards • Provide adequate confidence that processes are
established and continuously improved to produce products that meet specifications and are fit for use.
Control Quality: • Measure the quality of deliverables • Output quality is compared with applicable standards,
and the action taken when nonconformance is detected. • Its focus is defect detection and removal. QC activities
include testing, review and inspections and verification and validation.
QUALITY ASSURANCE
• Prevention
• Process Improvement
• “Proactive”
• Focused on the process to create deliverables
QUALITY CONTROL
• Detection
• Testing
• “Reactive”
• Focused on the deliverable resulted and if it meets requirements
PMBOK’s Quality Management Cont’d
Major Project Quality
Management Processes
Plan Quality Management
Plan Quality Management is the process of identifying
quality requirement and/or standards for the project and
the deliverables, and documenting how the project will
demonstrate compliance with relevant quality
requirements.
The key benefit of this process is that it
provides guidance and direction on how
quality will be managed and validated
throughout the project.
Plan Quality Management Cont’d
To compare the cost of the quality of each activity
with the cost of the quality to the expected benefit.
All costs incurred over the life of the product by
investment in preventing non-conformance to
requirements, appraising the product or service
for conformance to requirements, and failing to
meet requirements (rework).
Investments in
prevention of
nonconformance,
appraisal and failure
Plan Quality Management - Tools & Techniques
Cost of Quality (COQ)
Flowchart
Plan Quality Management - Tools & Techniques Cont’d
Assessments Overview
Assessment Task Overview Points Due Date
Assessment 1 – Change Control
• Part A: Module 1-2 Discussion Forum (individual) + Participation
▪ 1 x Main Post Presentation
Recording and Written post submission
▪ At least, 1 x Response to another student
Written post submission (may add recording)
• Part B: Change Control (Individual Report)
15%
35%
End of Module 2
(By end of Week 3)
(By end of Week 4)
End of Module 3
Assessment 2 - Risk Management and Project Status Reporting
• Part A: Module 4-5 Discussion Forum (individual)
▪ 1 x Main Post Presentation
Recording and Written post submission
• Part B: Risk Management (Group Report)
15%
35%
End of Module 5
First half of Module 6
Total for Subject: 100%
Assessments’ Case Study
Assessment 1
Part B: Change Control
Based upon the given case study, in groups or as an individual, develop a report on change control.
In the report:
1. Identify one (1) change required for the case study. Critically analyse its impact on scope,
time, cost, quality of the project and the techniques used to manage the change.
2. Explain what processes are involved in submitting such request to deal with the change
proposed from your analysis of the case study.
3. Identify and discuss options (at least 2) to satisfy the change request and any risks
associated to the options.
4. Complete the change request/control form provided or one that is used from a workplace.
The written part of your change control report should consist of 1500 words/student & 1 change!
This will be an individual assessment!
Output: Complete and submit your change control report by the end of Module 3 (end of week 6).
Assessment 1 Part B
▪ You are not supposed
to investigate the
issues, but rather
propose 1 change!
▪ From this change,
follow a change
management process
that makes sense to
your change
proposal.
▪ Be specific! Propose options to implement the change What are the available options to actually implement the change?
What are the risks associated with each option?
Consider your change proposition Discuss the scale of the change proposed before determining the best
process to conduct that specific change.
“All models are wrong… some are useful” George Box
Analyse the change & its impact What is the impact of the change in
scope, time, cost and quality? What tools & techniques can help
manage the change?
Identify & Propose a change
Propose and explain the change (1 Change) A few tips..
Assessment 1 (Part B) Breakdown Structure
1) Propose a change!
a) What are the required changes? (one change per student)
b) What’s the impact of these changes to scope, time, cost & quality? Analyse
the change!
c) What are the tools & techniques you recommend to help manage those
changes?
2) Explain what change management process you will follow
a) Consider the following before choosing a process:
• Are there different change control processes for small or bigger projects?
• Are there different processes for different levels of change – big or small?
b) What is the scale of your change? How are you going to make this change?
Who needs to be involved in the change?
Assessment 1 (Part B) Breakdown Structure Cont’d
3) Propose actions/options to implement the change
a) What are those options? (at least 2 options)
b) Identify the relationship between options and the risks that may rise from
implementing them.
4) Now, after all the analysis is done, summarise everything into the
Change Request Form
a) A template can be found on the BB under Key Learning Resources.
b) One form should be made for each change proposed (One change per
student)
c) This is “pretty much” a summary of your report!
Change Request Form Template
Do not fill out this part.
Assessment 1 (Part B) Structure
1. Cover Page:
Student Name, Student ID, Lecturer, Date, Assessment
2. Executive Summary
3. Table of Contents
4. Introduction (Overview/Purpose)
5. Headings
Follow overall paper themes/topics
6. Conclusion
7. References
8. Appendix (can put Change Request template here)
REPORT FORMAT!
HINT!
▪ Make it dynamic!
Use diagrams,
tables, illustrations..
Submitting your Assessment 1 (Part B)
Assessment name
• subj code_M#_surname_initial_assessment title
• E.g. PROJ6003_M1B_Bruno_G_Change Control Report
Submit assessments via Blackboard
• Please submit it in Word Document.
• Go into Assessments, select the related assessment, follow
steps to attach and submit via SafeAssign (this is the final
submission!!)
No assessments will be accepted via email!!!
Checking your Originality Report
Submission of your Assessments ▪ There is only ONE submission allowed.
▪ Once you submit the assessment, you cannot resubmit it.
Any Questions or Concerns?
Don’t forget! We’re here to facilitate your journey, the rest is up to you! But, when in need, don’t hesitate to contact us via the Ask the Facilitator Forum or via My Class Messages.