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...

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
y 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
equirements
– 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
e the fa
ic of the
organization, not part
of the fa
ic.”
Philip B. Crosby
XXXXXXXXXX
Expert comparisons
Deming Juran Crosby
Definition of
Quality
Continuous
improvement
Fitness for use Conformance to
equirements
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
eakthrough
projects
Posted goals fo
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

Tutorial 9
1. Readings:
Mandatory Readings
• Kerzner Chapter XXXXXXXXXX, & XXXXXXXXXX;
• PMI Implementing Organizational PM PM Appendices X2 & X3;
(http:
marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101
500501)
• PMI Managing Change Chapter 6;
(http:
marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101
469401)
Make sure you have done the readings.
2. Answer following Questions to reflect and assist in your Portfolio
 How do you describe ‘Continuous Improvement?
 In your own life, give an example where you have continuous improvement.
 What is quality? And how does continuous improvement impact on quality?
 Describe the history for the quality movement
 How do you ensure quality in what you do in life?
 Describe the processes you have introduced to ensure you deliver quality.