PPMP 20009 Project Management Methodologies- portfolios

Project Management

Methodologies PPMP20009

Week 9 Lecture

Week 9: Quality Management and Continuous Improvement

• What is Continuous Improvement?

• What is Quality Management? There are six quality management concepts that should exists to support each and every project (Kerzner, 2013, p 1029): i. Quality Policy ii.Quality Objectives iii.Quality Assurance iv.Quality Control v.Quality Audit vi. Quality Program Plan

The PDCA (Plan-Do-Check-Act) cycle as the basis for quality improvement as defined by Shewart and modified by Deming (PMBoK ver 5, p 229): Example of quality improvement initiatives includes: - Total Quality Management - Six Sigma - Lean Six Sigma

In relation to outcomes &

outputs – fill in the boxes

This Week

Theme: Continuous Improvement

Quality Management Change Management

Quality

Management

What is it?

Quality Management

• Seek to minimise variation and to

deliver results that meet defined

requirements – Customer Satisfaction

– Prevention over inspection

– Continuous improvement

– Management responsibility

– Cost of Quality (CoQ)

Create your own

Deming PDCA

cycle relating to

the last

assignment that

you handed in.

“Quality is the result

of a carefully

constructed cultural

environment. It has to

be the fabric of the

organization, not part

of the fabric.”

Philip B. Crosby

1926-2001

Expert comparisons

Deming Juran Crosby

Definition of

Quality

Continuous

improvement

Fitness for use Conformance to

requirements

Application Manufacturing

driven companies

Technology driven

companies

People driven

companies

Target audience Workers Management Workers

Emphasis on

type of tools

Tools/system

Statistical process

control

Measurement

Analytical,

decision-making

and cost of quality

Minimal use

Use of goals and

targets

Not used Used for

breakthrough

projects

Posted goals for

workers

Cost of Quality

What is it?

Prevention Costs

Internal Failure Costs

Appraisal Costs

External Failure Costs

Cost of Quality

Quality Management Plan

• A component of the project management plan

• Describes how:

– The organisations’ quality policies will be

implemented.

– The project management team plans to meet the

quality requirements of the project.

Process Improvement Plan

• A component of the project management plan

• Describes steps for analysing PM and product

development processes to identify activities

that enhance value.

• Considers:

– Process boundaries

– Process configuration

– Process metrics

– Targets for improved performance.

Taguchi Approach

• Quality should be designed into the product not

inspected into it.

• Quality is best achieved by minimising the

deviation from a target.

• The cost of quality should be measured as a

deviation from the standard and the losses

should be measured system-wide.

The Malcolm Baldrige

National Quality Award

• Leadership

• Strategic planning

• Customer and market

• Information and analysis

• Human resource development and

management category

• Process management

• Business results

ISO 9000s

• ISO 9000 – Defines the key terms and acts as a roadmap for the

other standards in the series

• ISO 9001 – Defines the model for a quality system in relation to

designing, producing and installing products or services

• ISO 9002 – A Quality system model for quality assurance in

production and installation

• ISO 9003 – A quality system model for quality assurance in final

inspection and testing

• ISO9004 – Provides quality management guidelines for any

organisation wishing to develop and implement a quality system.

Change Management

Formulate change

Plan change

Implement change

Manage transition

Sustain change

Change Management

Formulate change

• Identify: – the need for change

– lead and other change management resources

– stakeholders and their expectations in the change

• Coordinate change management activities with those done in program management

• Define change management scope

• Begin change communication

Change Management

Plan change

• Define:

– The change approach

– Sequence, resource and budget CM activities

– Measures of benefits realisation

• Clarify risks to change acceptance, adoption

and realisation and plan abatement activities

• Plan

– Stakeholder engagement

– Transition and integration

Change Management

Implement change process

• Prepare organisation for change

• Mobilise stakeholders

• Deliver project Outputs

Change Management

Manage Transition

• Transition outputs into business

• Measure adoption rate and Outcomes/Benefits

Change Management

Sustain Change

• Ongoing consultation and representation of

stakeholders

• Conduct sense-making activities

• Measure benefits realisation

Take the ‘Act’ segment of the

PDCA cycle you created

earlier and define the five

CM stages.

Formulate change

Plan change

Implement change

Manage transition

Sustain change