Continuously auditing a project’s plan and                                                     process to ensure the requi...
Introduction                             Continuous Improvement Models         Baldrige Model      Quality Assurance ≠ Qu...
Introduction      Quality Assurance ≠ Quality Control *      Things that are Assessed:         – Processes         – Edu...
Quality Assurance                  Quality Control               Reviewing the test results and       Testing the flavor, ...
Continuous Improvement               Quality Assurance is not performed a               single time during the life of a p...
Continuous Improvement Models               Baldrige Model               Created by Malcolm Baldrige, this model is define...
Inputs & Outputs                           Quality Mgmt                              Plan                                Q...
Tools & Techniques of Process Improvement Models               Examples      Plan Quality & Perform Quality Control Tools...
Tools & Techniques      Plan Quality & Perform Quality Control Tools & Techniques       All techniques used in each proce...
Examples of Process Improvement Models                                        Kaizen                         Lean         ...
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PMP Study Aid - Project Quality Management:Perform Quality Assurance

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This study aid was created as a guide to the Perform Quality Assurance process as part of the PMBOK for PMP certification. Please note that slides 2 and 8 have animations that Slide Share does not handle. To work around this I have followed each animation slide with a single slide for each part of the animation - in other words you can ignore slides 2 and 8.

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    1. 1. Continuously auditing a project’s plan and process to ensure the required output can be completed within the expected quality standards Perform Quality Assurance Jay Leask http://jay.leask.com @jayleask McLean, VA Social and Collaboration Strategist Booz Allen with Booz Allen HamiltonProject Quality Management - Perform QA 1
    2. 2. Introduction Continuous Improvement Models Baldrige Model  Quality Assurance ≠ Quality Control * Created Quality Assurance model isImprovement high-level categories Continuous defined by seven by Malcolm Baldrige, this Quality Control including: leadership; strategic planning; customer focus; measurement, analysis, and  Things that are Assessed:workforce focus; operations focus; and results. knowledge management; http://www.baldrige.com/baldrige-model-item-by-item/ – Processes the test is not performed a Testing the flavor, consistency, Quality Assurance results and Reviewing single time during the life of a – Education used to test the product processes color, fizz, and bottle to ensure the Organizational Project Management Maturity Model (OPM3) every project, but performed as a to ensure quality standards can same experience is had – Quality Control Resultsthroughout the time the consumer opens their Maintained by process required designed to optimize project management continuous PMI, the OPM3 is a tool be consistently met as execution by focusinggroup to elements: knowledge; assessment; and improvement. executing process on three ensure bottle http://PMI.org/OPM3  Considerations: quality standards are consistently met – Quality Scope (Flavor? Bottle? Delivery?) effectively. Capability Maturity Model Integrated (CMMI) – Metrics for Carnegie Mellon, CMMI provides a standardized approach to evaluating Created by Assurance – Assurance Team groups, divisions, and entire organizations; for example, Booz projects, teams, work Allen is certified at Maturity Level 3. These levels are standardized to show how – Timing of the graded element is along the CMMI path. They include: Initial (chaotic); complete Assurance Testing * – Required Standards * not official steps); Defined (confirmed business standard); Repeatable (known but Managed (quantitative metrics); Optimizing (deliberate process improvement steps).Project Quality Management - Perform QA 2
    3. 3. Introduction  Quality Assurance ≠ Quality Control *  Things that are Assessed: – Processes – Education – Quality Control Results  Considerations: – Quality Scope (Flavor? Bottle? Delivery?) – Metrics for Assurance – Assurance Team – Timing of Assurance Testing * – Required Standards *Project Quality Management - Perform QA 3
    4. 4. Quality Assurance Quality Control Reviewing the test results and Testing the flavor, consistency, processes used to test the product color, fizz, and bottle to ensure the to ensure quality standards can same experience is had every be consistently met as required time the consumer opens their bottleProject Quality Management - Perform QA 4
    5. 5. Continuous Improvement Quality Assurance is not performed a single time during the life of a project, but performed as a continuous process throughout the executing process group to ensure quality standards are consistently met effectively.Project Quality Management - Perform QA 5
    6. 6. Continuous Improvement Models Baldrige Model Created by Malcolm Baldrige, this model is defined by seven high-level categories including: leadership; strategic planning; customer focus; measurement, analysis, and knowledge management; workforce focus; operations focus; and results. http://www.baldrige.com/baldrige-model-item-by-item/ Organizational Project Management Maturity Model (OPM3) Maintained by PMI, the OPM3 is a tool designed to optimize project management execution by focusing on three elements: knowledge; assessment; and improvement. http://PMI.org/OPM3 Capability Maturity Model Integrated (CMMI) Created by Carnegie Mellon, CMMI provides a standardized approach to evaluating projects, teams, work groups, divisions, and entire organizations; for example, Booz Allen is certified at Maturity Level 3. These levels are standardized to show how complete the graded element is along the CMMI path. They include: Initial (chaotic); Repeatable (known but not official steps); Defined (confirmed business standard); Managed (quantitative metrics); Optimizing (deliberate process improvement steps).Project Quality Management - Perform QA 6
    7. 7. Inputs & Outputs Quality Mgmt Plan Quality Control Quality Metrics Measurements Process Impvmt Plan Project Document Updates Project Management Plan Updates Change Requests Work Performance Information Organizational Process Asset UpdatesProject Quality Management - Perform QA 7
    8. 8. Tools & Techniques of Process Improvement Models Examples  Plan Quality & Perform Quality Control Tools &Six Sigma Kaizen Lean Defined Gradual, incremental, and orderly Focus on speed, TechniquesLeanboth Lean and Data-driven Combines Six Sigma All techniquescontinuous improvement, process areand used in each efficiency, valid to use here a methodology with Six Sigma tactics with aim focused on more value and less elimination of waste focus on reducing to eliminate waste and waste through process defects and variability variation improvement & control  Quality Audits Objective Small improvements by Maximizing process Reduce variability Increase quality and reduce Structured, independent reviews to determine: optimizing existing systems speed by reducing through continuous defects/variation while waste process improvement increasing process speed – Analysis of bestaction on deviations to practices utilized withinon project and discussion of known best and efficiency Tools & Take Take action Defined Processes Combine both Lean and practices that should be considered to Methods maintain process control deviations Processes must be Six Sigma tools and Establish control through maintain process predictable (in methods – Gaps and shortcomingsProcedures the project Standard Operating within control statistical control (SOPs) Eliminate waste with normal Value stream distribution)  Process Analysis mapping Improve process by reduced variation – Identify non-value adding processes Data availability Approach Kaizen’s Deming-Shewhart – Following stepsCycle (Plan, Do, Check, Improvement Plan using tools such as: the of PDCA from Process 5S Sort DMAIC (Define, Measure, Analyze, DMAIC; Integrate methodologies and tools * Fishbone Diagram Act). DMAIC is also acceptable Straighten Improve, Control) both Lean and Six Sigma at Scrub each phase * Root Cause Analysis Systematize * Cost/Benefit Analysis (from Plan Quality phase) SustainProject Quality Management - Perform QA 8
    9. 9. Tools & Techniques  Plan Quality & Perform Quality Control Tools & Techniques All techniques used in each process are valid to use here  Quality Audits Structured, independent reviews to determine: – Analysis of best practices utilized within project and discussion of known best practices that should be considered – Gaps and shortcomings within the project  Process Analysis – Identify non-value adding processes – Following steps from Process Improvement Plan using tools such as: * Fishbone Diagram * Root Cause Analysis * Cost/Benefit Analysis (from Plan Quality phase)Project Quality Management - Perform QA 9
    10. 10. Examples of Process Improvement Models Kaizen Lean Six Sigma Lean Six Sigma Defined Gradual, incremental, and orderly Focus on speed, Data-driven Combines both Lean and continuous improvement, efficiency, and methodology with a Six Sigma tactics with aim focused on more value and less elimination of waste focus on reducing to eliminate waste and waste through process defects and variability variation improvement & control Objective Small improvements by Maximizing process Reduce variability Increase quality and reduce optimizing existing systems speed by reducing through continuous defects/variation while waste process improvement increasing process speed and efficiency Tools & Take action on deviations to Take action on Defined Processes Combine both Lean and Methods maintain process control deviations to Processes must be Six Sigma tools and Establish control through maintain process predictable (in methods Standard Operating Procedures control statistical control (SOPs) Eliminate waste with normal Value stream distribution) mapping Improve process by reduced variation Data availability Approach Kaizen’s Deming-Shewhart 5S DMAIC (Define, DMAIC; Integrate the PDCA Cycle (Plan, Do, Check, Sort Measure, Analyze, methodologies and tools of Act). DMAIC is also acceptable Straighten Improve, Control) both Lean and Six Sigma at Scrub each phase Systematize Sustain Table based on original from “Process Improvement: Which Methodology is Best for Your Project” by Sharon Valencia, PMP, of CSCFilename/RPS Number 10
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