Title: Quality and reliability management in projects
1Quality and reliability management in projects
2Quality 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
3Basic 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.
4Reliabilty 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.
5The reliability function
6Quality and reliability concepts of project
management
- Maximizing the satisfaction of customer and
interested parties needs is paramount - All work is carried out as a set of planned and
interlinked processes - Quality and reliability must be built into both
products and processes - Management is responsible for creating an
environment for quality and reliability - Management is responsible for continual
improvement
7Maximizing 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.
8All 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.
9Quality 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.
10Management 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
11Management 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.
12Project 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.
13Project processes and quality
- Strategic processes
- Interlinking processes
- Operational processes
14Strategic 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
15Interlinking 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.
16Operational 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
17Reading
18Projects and procurement
19Procurement
- 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
20Procurement (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.
21Responsibility 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
22Autonomy 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
23Sources 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.
24Tasks 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
25Organising 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!
26Window on the world
- Through contacting suppliers, information can be
collected on many areas - Materials used
- Processes
- Equipment
- Price level
- etc.
27Finding 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
28Ensuring the availability and use of adequate
specifications
- Use of appropriate standards
- International
- National
- Company or project
29Purchasing 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
30Vendor surveillance
- Orders need to be chased (progressed)
- Telephone, e-mail
- Personal visit (manufacturing progress)
- Ask for help from specialists
31Warning 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).
32Reading