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Quality and reliability management in projects

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Title: Quality and reliability management in projects


1
Quality and reliability management in projects
  • (seminar)

2
Quality in PM
  • Quality of the project product meeting the
    specific objectives described in the customers
    specification
  • Quality of the project management process
  • Quality improvement needs continuity of operation
  • Importance of the project log compilation of
    project history

3
Basic principles of managing quality(ISO
90012008)
  • Fully documenting all processes and procedures to
    ensure traceability
  • Continual improvement of all processes in the
    organisation
  • This means that projects requires a quality plan
    as a part of the project management plan.

4
Reliabilty of the project product
  • Reliability
  • The ability of an item to perform a required
    function under given conditions for a given time
    interval.
  • It is generally assumed that the item is in a
    state to perform the required function at the
    beginning of the time interval.
  • Reliability may be expressed quantitatively by
    measures such as the reliability function, the
    mean time to failure and the failure rate.
  • In some fields of application, the term
    reliability performance is used to designate the
    concept.

5
The reliability function
6
Quality and reliability concepts of project
management
  1. Maximizing the satisfaction of customer and
    interested parties needs is paramount
  2. All work is carried out as a set of planned and
    interlinked processes
  3. Quality and reliability must be built into both
    products and processes
  4. Management is responsible for creating an
    environment for quality and reliability
  5. Management is responsible for continual
    improvement

7
Maximizing the satisfaction of customers (and
interested parties) is paramount
  • Identifying and understanding these needs
  • Both stated and implied
  • Translating them into requirements
  • Ensure that all efforts are contributed to them
  • Establish good communication links with the
    customer
  • Other interested parties should be taken into
    account, too, if it is possible, but the customer
    is privileged if there is a conflict between
    their needs.

8
All work is carried out as a set of planned and
interlinked processes
  • Project processes are for creating value for the
    customer through transformation of inputs into
    outputs.
  • Planning indentifying and documenting the
    processes and their quality and reliability
    requirements
  • Co-ordinating and integrating the processes
  • Ensuring that the process have the appropriate
    skills, processes, material, equipment and
    specifications
  • Monitoring and controlling the processes.

9
Quality and reliability must be built into both
products and processes
  • Prevention of failure (mistakes and errors)
  • Detection is not enough
  • Must be built into the design of the product
  • It is required to combine the planned and
    controlled activities with
  • competent and quality conscious personnel,
  • understanding the customers requirements and
    assessment.

10
Management is responsible for creating an
environment for quality and reliability
  • Both in the parent organisation in the project
    organisation.
  • Setting quality objectives which can be
    quantified
  • Providing an organisational structure and support
    which is conductive to meeting quality and
    reliability objectives
  • Involving all personnel in achieving quality

11
Management is responsible for continual
improvement
  • Continually seeking to improve the PM process by
    learning from experience.
  • PM should not be treated as an isolated activity.
  • Built up a system to collect and analyse
    information from projects for continual
    improvement.

12
Project quality and the parent organisation
  • If the parent organisation do not adapt to the PM
    requirements (PM maturity is low) than a separate
    quality system should be necessary.
  • If there are two quality systems than there is a
    need for an interface between them.

13
Project processes and quality
  • Strategic processes
  • Interlinking processes
  • Operational processes

14
Strategic processes
  • Set the direction of the project
  • Require the formal and agreed documentation of
    the customer needs
  • Policies for the operational processes
  • Procurement
  • Quality
  • Risk assessment and mitigation
  • Closure
  • Knowledge management
  • These policies should support operational
    processes and specify
  • Performance measures to monitor progress
  • Timing of regular management reviews

15
Interlinking processes
  • Since there are many interrelated processes of
    the project, any change will affect more than one
    process.
  • Recognising and manage the connections to avoid
    unwanted consequences.
  • The project management plan
  • Integration of all subsidiary plans into a
    coherent one.
  • Interaction management
  • Minimising the adverse effects of actions in one
    process on others.
  • Communication system and management.
  • Change management
  • Assess change requests and prevent unauthorised
    changes.
  • Monitor the implementation of authorized changes.
  • Resolve conflicts.

16
Operational processes
  • Scope related processes
  • translation of the customers requirements into
    activities
  • ensuring to stay between the defined scope
  • Communications
  • Communications plan (what, why, when, who)
  • Collecting information
  • Distribution (avoid overload, too)
  • Storing of information
  • Formalised procedures (meetings, agenda etc.)
  • Personnel
  • Environment (different from the parent
    organisations)
  • Staffing
  • Team management
  • Performance management

17
Reading
  • Textbook chapter 5

18
Projects and procurement
19
Procurement
  • Acquiring hardware, software, materials,
    services, spare parts, skills, workforce etc.
    which are necessary for the project.
  • It is more than purchasing. Organisation of
  • Transport
  • Arrangement of accomodation for staff away from
    home
  • Hiring specialists or consultants
  • Renting (building, equipment etc.)
  • Documentation

20
Procurement (or acquisition) is
  • vital for projects concerned with a hardware
    product.
  • The commitment for materials, goods and services
    should be made before their use in the project.
  • Procurement can set the course of the project.

21
Responsibility on procurement
  • Project manager
  • for the most important actions and for
    supervision
  • Procurement executive or procurement office
  • Operative planning and operative tasks
  • Other
  • Legal expert (contracts), experts of special
    machinery and activities etc.
  • If special skill are needed
  • If previous project experience is needed

22
Autonomy of the procurement group is often limited
  • Of the various functions used in projects, it
    fits least easily. Possible sources of problems
  • Significant capital investment (decision is
    above the project manager)
  • Supply needed only by the project(the mother
    organisation is not prepared)
  • Availability of the resources can be difficult
  • Procurement from different (esp. new) sources
    needs various experience and knowledge
  • Sometimes two procurement group is needed
  • One at the HQ, one at the project site

23
Sources of information
  • Design/engineering departments specify the
    material required.
  • Quality of these specifications will affect the
    quality of the project product and processes.
  • The project team itself.
  • Project plans, scheduling etc.
  • Finance department
  • Availability of money and financial stability of
    potential suppliers.

24
Tasks of the procurement group
  • Finding and approving suppliers
  • Ensuring the availability and use of adequate
    specifications
  • Purchasing at least total cost
  • Vendor surveillance ensuring delivery time
  • Warning all concerned if delivery specifications
    are not going to be met
  • Secure storage and accurate control of material
  • Organising all discussions with actual and
    potential suppliers
  • Advising on prices
  • Acting as a window on the world
  • Post-project disposal of unrequired material and
    equipment

25
Organising all discussions with actual and
potential suppliers
  • Different specialist project team members often
    have to meet with the suppliers.
  • Attendance on these meeting is also advisable.
  • Always update the contact lists!

26
Window on the world
  • Through contacting suppliers, information can be
    collected on many areas
  • Materials used
  • Processes
  • Equipment
  • Price level
  • etc.

27
Finding and approving suppliers
  • Goods or services
  • Technical capabilities quality
  • financial stability supporting the contract
  • Choosing between alternative suppliers weighted
    average of measures like
  • Design competence
  • Technical competence
  • Previous experice (even is projects)
  • Fianncial stability
  • Perceived quality
  • Delivery promise
  • Price
  • Terms of payment

28
Ensuring the availability and use of adequate
specifications
  • Use of appropriate standards
  • International
  • National
  • Company or project

29
Purchasing at least total cost
  • Tendering
  • Weighted average of many factors price of the
    resource is only one
  • Other factors can affect other types of costs
  • (Product) Life-cycle costing is a possibility
  • Target price is an important basis
  • Caution on too low offers

30
Vendor surveillance
  • Orders need to be chased (progressed)
  • Telephone, e-mail
  • Personal visit (manufacturing progress)
  • Ask for help from specialists

31
Warning all concerned if delivery specifications
are not going to be met
  • Informing the project manager on every
    significant change is obligatory
  • Changes (delays) can have an impact on other
    activities.
  • Early delivery is unwanted, too (storage costs,
    risk).

32
Reading
  • Textbook chapter 6
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