project management
Sri Navya Tatikonda
ppmp20009_lecture_week_9.pptx
1
Last week Theme: Outputs vs Outcomes
Overview of Group Assignments 1 and 3
1) Presentation
3) A project management methodology
Work Breakdown Structures, Dictionaries and Work packages
Inputs vs Outputs vs Outcomes
How to develop a tailored organisational project management methodology
2
Assignment 1 Presentation
Exam Week (Your Presentation will be scheduled today for Week 11 or 12)
Open the course profile to review criteria.
3
Assignment 3: Project Management Methodology
Due
Week 9 Friday
Open the course profile to review criteria.
4
In relation to outcomes & outputs – fill in the boxes
In the past, we've tended to focus on what is included in the outputs column - the "what we do and who we reach." We are anxious to tell our clients, funders and community partners what it is that we do, the services we provide, how we are unique, who we serve... We've done a good job of describing and counting our activities and the number of people who come. Now, however, we are being asked: "What difference does it make?" This is a question about OUTCOMES.
Inputs -> Activities -> Outputs -> Outcomes
In some logic models you will see activities separated from outputs; activities may be displayed before outputs. In those models, outputs are typically designated as the accomplishment or product of the activity... for example, number of workshops actually delivered, number of individuals who heard the media message. The assumption is that the activity needs to be delivered as intended before the expected outcomes can occur. We see this as part of measurement (quantity and quality of implementation) and as such is covered in Section 7.
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This Week Theme: Continuous Improvement
Quality Management
Change Management
7
Quality Management
What is it?
8
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)
9
Deming believed that the reason that companies were not producing quality products was that management was preoccupied with ‘today’ rather than that future. Deming postulated that 85 percent of all quality problems required management to take the initiative and change the process. Only 15% of the quality problems could be controlled by the workers on the floor. E.G workers were not to blame for poor quality materials that resulted from managements decision to get lowest cost materials.
Processes were statistically analysed to determine common and special causes of quality issues. Focused not only on the workers but also on what management could do to address quality – thus the quote ‘Quality is everyone’s responsibility.’
10
Create your own Deming PDCA cycle relating to the last assignment that you handed in.
Dr Juran began conducting quality control courses in Japan in 1954, four years after Dr. Deming. He developed his 10 steps to Quality Improvement (Table 20.2, Kerzner, p1021) as well as the Juran Triology
:
Quality Improvement, Quality Planning and Quality Control.
He stressed that the manufacturer’s view of quality is adherence to specifications but he customers view of quality is ‘fitness for use’. He defined five attributes for fitness for use:
Quality of Design: There may be many grades of quality
Quality of conformance: Provide the proper training: products that maintain specification tolerances; motivation
Availability: reliability (i.e.. Frequency of repairs) and maintainability (i.e. speed or ease of repair)
Safety: The potential hazards of product use
Field use: This refers to the way the product will be used by the customer.
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“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
‘Crosby argues that the cost of quality includes only the nonconformance costs, whereas Juran includes both conformance and nonconformance costs. Crosby’s argument is that the conformance costs of prevention and appraisal are not really the cost of quality but more so the cost of doing business. Therefore, Crosby argues that quality is free, and the only associated costs of quality should be those of nonconformance. Crosby does not emphasize analytical techniques other than measurement methods for nonconformance costs, and he relies heavily upon motivation and the rol of senior management.’ Kerzner p1023
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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?
15
Cost of Quality
Prevention Costs
Internal Failure Costs
Appraisal Costs
External Failure Costs
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
23
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
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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
