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.