The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
This document discusses chapter 8 of the Project Management Body of Knowledge (PMBOK) guide, which covers project quality management. It describes the key processes involved in quality management, including planning quality, performing quality assurance, and controlling quality. Some important aspects covered include defining quality, quality management concepts from thought leaders like Crosby, Juran and Deming, the seven basic quality tools that can be used such as flowcharts, control charts and scatter diagrams, and the inputs, tools/techniques and outputs of the key quality management processes.
This lecture introduces project management. It summarizes the module contents and defines what a project is - an activity planned to help an organization achieve an objective using a plan, methods, people and resources. Projects are needed because they allow organizations to develop new capabilities. The lecture discusses studying project management and provides examples like building a school. It introduces the project life cycle and key resources like a textbook and professional associations.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
This material is intended to provide project leaders with a foundational understanding of leading practice project management processes, activities, tools, techniques, and deliverables as prescribed the Project Management Institute (PMI).
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
Project Management Foundations Course 101 - Project Management ConceptsThink For A Change
This document provides an overview of an introductory project management course. The course covers three key segments: an introduction to project management concepts like the project lifecycle and how projects are organized; the typical project management lifecycle phases from initiation to closing; and how projects are organized through different structures and the roles involved like project managers. The goal is to provide students with little experience an overview of fundamental project management principles.
This document discusses chapter 8 of the Project Management Body of Knowledge (PMBOK) guide, which covers project quality management. It describes the key processes involved in quality management, including planning quality, performing quality assurance, and controlling quality. Some important aspects covered include defining quality, quality management concepts from thought leaders like Crosby, Juran and Deming, the seven basic quality tools that can be used such as flowcharts, control charts and scatter diagrams, and the inputs, tools/techniques and outputs of the key quality management processes.
This lecture introduces project management. It summarizes the module contents and defines what a project is - an activity planned to help an organization achieve an objective using a plan, methods, people and resources. Projects are needed because they allow organizations to develop new capabilities. The lecture discusses studying project management and provides examples like building a school. It introduces the project life cycle and key resources like a textbook and professional associations.
PMP Training - 08 project quality managementejlp12
This document discusses project quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to create policies and procedures to ensure the project meets customer needs. The key aspects of quality management covered are planning quality, performing quality assurance to ensure standards are followed, and performing quality control to monitor results and recommend improvements. Quality planning techniques include cost-benefit analysis, design of experiments, and statistical sampling. Quality control uses tools like control charts, cause-and-effect diagrams, histograms, Pareto charts, and run charts. The output is a quality management plan that monitors and controls quality.
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
The document discusses the 10 knowledge areas of project management according to the Project Management Body of Knowledge (PMBOK). The 10 knowledge areas are: 1) Integration, 2) Scope, 3) Schedule, 4) Cost, 5) Quality, 6) Resource, 7) Communications, 8) Risk, 9) Procurement, and 10) Stakeholder. Each knowledge area involves processes for planning, monitoring and controlling the respective aspect of a project. The document was presented by Elizabeth Harrin and provides an overview of the standard project management framework as defined by PMI.
PMP Chap 8 - Project Quality ManagementAnand Bobade
The document provides information about quality management concepts for project management and preparation for the PMP exam. It discusses key quality management processes including plan quality management, perform quality assurance, and control quality. Specific techniques covered include cost-benefit analysis, cost of quality analysis, the seven basic quality tools such as flowcharts and histograms, benchmarking, design of experiments, and statistical sampling. Quality theories including Six Sigma, total quality management, ISO standards, the 80/20 principle, and zero defects are also summarized.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
This document discusses the elements, processes, and classifications of project management. It defines a project and project management. It outlines the five main processes of project management: initiation, planning, implementation, controlling, and closing. It also lists 11 elements of project management. Finally, it categorizes projects based on several classifications such as scale, technology, ownership, location, needs, and more. The document was prepared by students at Bhavnagar University for their project management course.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
The document provides an introduction to key concepts in project management. It defines a project as a temporary endeavor to produce a unique product or service. It describes characteristics of projects like being temporary and unique. It then outlines various aspects of project management like the triple constraint of scope, time and cost. It discusses the role of a project manager in managing issues, risks, quality, scope and communication. Finally, it presents the typical project life cycle from initiation to closing.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
The document discusses project quality management. It covers quality theories, the evolution of quality management, and the three key quality management processes - plan quality management, perform quality assurance, and control quality.
Plan quality management involves identifying quality requirements and documenting how the project will demonstrate compliance. Perform quality assurance involves auditing quality requirements and results to ensure appropriate standards. Control quality involves monitoring and recording quality activities to assess performance and recommend changes.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
The document discusses project quality management for IT projects. It defines project quality management and describes key processes like quality planning, assurance and control. Quality assurance includes activities to satisfy quality standards and continuously improve quality. Quality control outputs include acceptance decisions, rework and process adjustments. The document also discusses quality tools and techniques, standards, and factors that impact quality like leadership, costs and organizational influences.
This document provides an overview of project management frameworks and concepts. It defines key terms like projects, operations, project life cycles, stakeholders, and organizational influences on project management. Some of the main points covered include:
- Projects are temporary endeavors with defined start and end dates, while operations involve ongoing or repetitive work.
- Project management involves following a systematic process comprising five process groups and nine knowledge areas.
- Project life cycles define the phases, deliverables, and approvals needed in a project from initiation to closure.
- Stakeholders are individuals or groups involved in or impacted by a project, such as the project manager, sponsor, team, and customer.
- Organizational
The document discusses the 10 knowledge areas of project management according to the Project Management Body of Knowledge (PMBOK). The 10 knowledge areas are: 1) Integration, 2) Scope, 3) Schedule, 4) Cost, 5) Quality, 6) Resource, 7) Communications, 8) Risk, 9) Procurement, and 10) Stakeholder. Each knowledge area involves processes for planning, monitoring and controlling the respective aspect of a project. The document was presented by Elizabeth Harrin and provides an overview of the standard project management framework as defined by PMI.
PMP Chap 8 - Project Quality ManagementAnand Bobade
The document provides information about quality management concepts for project management and preparation for the PMP exam. It discusses key quality management processes including plan quality management, perform quality assurance, and control quality. Specific techniques covered include cost-benefit analysis, cost of quality analysis, the seven basic quality tools such as flowcharts and histograms, benchmarking, design of experiments, and statistical sampling. Quality theories including Six Sigma, total quality management, ISO standards, the 80/20 principle, and zero defects are also summarized.
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
https://mloey.github.io/courses/pmp2017.html
We will discuss the following: Project Management Processes, Initiating Process, Planning Process, Executing Process, Monitoring and controlling Process, Closing Process, Knowledge Areas, Project Management Process and Knowledge Area Mapping
This document discusses the elements, processes, and classifications of project management. It defines a project and project management. It outlines the five main processes of project management: initiation, planning, implementation, controlling, and closing. It also lists 11 elements of project management. Finally, it categorizes projects based on several classifications such as scale, technology, ownership, location, needs, and more. The document was prepared by students at Bhavnagar University for their project management course.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
Introduction to Project Portfolio Management (PPM)Kimmy Chen
Introduction to project portfolio management
PPM is generally defined as a strategic, mission driven, dynamic decision making process whereby a business list of active projects is constantly updated and revised [Cooper 2001].
Pillars of PPM
- Organization (Executive support, PMO, steering committees)
- Processes (Project feasibility to Project Acquisition)
- Technology (Repository, Document management, Knowledge management)
Benefits of PPM
- Right selection of projects
- Alignment with strategic goals
The document provides an introduction to key concepts in project management. It defines a project as a temporary endeavor to produce a unique product or service. It describes characteristics of projects like being temporary and unique. It then outlines various aspects of project management like the triple constraint of scope, time and cost. It discusses the role of a project manager in managing issues, risks, quality, scope and communication. Finally, it presents the typical project life cycle from initiation to closing.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
The document defines a project as a temporary endeavor undertaken to create a unique product, service or result. It has a defined start and end date, and is aimed at meeting specific goals. Project management involves applying knowledge, skills, tools and techniques to project activities to meet requirements. It uses five process groups (initiating, planning, executing, controlling, closing) and nine knowledge areas. The role of the project manager is to use project management principles to deliver the project objectives on time and on budget by managing scope, schedule, costs and quality.
The document discusses project quality management. It covers quality theories, the evolution of quality management, and the three key quality management processes - plan quality management, perform quality assurance, and control quality.
Plan quality management involves identifying quality requirements and documenting how the project will demonstrate compliance. Perform quality assurance involves auditing quality requirements and results to ensure appropriate standards. Control quality involves monitoring and recording quality activities to assess performance and recommend changes.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
This document discusses project, program, and portfolio management processes and checklists. It addresses how a project management office, program management office, and portfolio management office can help organizations answer key questions around costs, redundancy, cross-functional alignment, change impact, and leveraging existing investments. It provides an overview of processes and frameworks for program and portfolio management including workshops, risk management, governance, and realizing business benefits. Checklists are also included for project initiation, planning, execution, control, and closure.
Information Technology Project Management - part 08Rizwan Khurram
This document provides an overview of key concepts in project quality management for information technology projects. It discusses defining and planning for quality, quality assurance and control processes, quality tools and techniques like the Seven Basic Tools of Quality and Six Sigma. It also covers quality standards, testing, and how quality relates to project success and failures. The document is from the 7th edition of the textbook "Information Technology Project Management".
The document discusses project quality management for IT projects. It defines project quality management and describes key processes like quality planning, assurance and control. Quality assurance includes activities to satisfy quality standards and continuously improve quality. Quality control outputs include acceptance decisions, rework and process adjustments. The document also discusses quality tools and techniques, standards, and factors that impact quality like leadership, costs and organizational influences.
This document provides an overview of quality management concepts from the textbook "Information Technology Project Management, Seventh Edition". It discusses key topics such as defining quality and quality management, planning for quality, quality assurance and control processes. Specific tools and techniques for quality control are explained, including the Seven Basic Tools of Quality, statistical sampling, Six Sigma and testing. Six Sigma methodology and its relationship to project management are also summarized.
The document discusses project quality management for IT projects. It defines quality management and describes processes like quality planning, assurance, and control. It discusses tools for quality control like Pareto analysis, statistical sampling, Six Sigma, and testing. It summarizes contributions of quality experts like Deming and Juran. It describes how leadership, costs, standards, and maturity models relate to quality improvement for IT projects.
The document discusses project quality management. It defines quality and project quality management, which ensures projects satisfy needs. Quality is planned through quality planning and quality standards. Quality assurance evaluates performance while quality control monitors results. Tools like control charts, Pareto charts and sampling are used. Statistical concepts like six sigma and ISO standards help manage quality.
This document discusses how technology continues to revolutionize auditing. It provides a historical timeline of the internet and how auditors have adopted technology. Early adopters innovated with new methods using computers as auditing tools while laggards were more cautious. The impact of technologies like mobile computing, cloud services, and social media are described. The document outlines categories of audit software and tools that can support the audit process. It discusses trends in technology and their impact on auditing, including the need for auditors to have new technical skills. Overall it argues that technology will significantly affect auditing roles and practices in the future.
This chapter discusses project quality management in IT projects. It covers quality planning, quality assurance, and quality control processes. Quality planning involves identifying quality standards for the project. Quality assurance ensures the project will meet standards through activities like audits. Quality control uses tools like Pareto analysis, statistical sampling, and quality control charts to monitor results and ensure compliance with standards. The chapter also discusses quality approaches like Six Sigma and maturity models for improving organizational quality management.
The document outlines the key stages of a system development cycle project, including planning, design, implementation, testing and maintenance. It discusses project management principles and describes tools used at each stage such as data flow diagrams, decision trees and documentation. Testing involves verifying hardware, software and backups are functioning as intended. Implementation may use direct, parallel, phased or pilot conversion methods. Overall the document provides guidance on managing an information systems project from start to finish.
The document outlines the key stages of a system development cycle project, including planning, design, implementation, testing and maintenance. It discusses project management principles and describes tools used at each stage such as data flow diagrams, decision trees and documentation. Testing involves verifying hardware, software and backups are functioning as intended. Implementation may use direct, parallel, phased or pilot conversion methods. Overall the document provides guidance on managing an information systems project from start to finish.
The document outlines the key stages of a system development cycle project, including planning, design, implementation, testing and maintenance. It discusses project management principles and describes tools used at each stage such as data flow diagrams, decision trees and documentation. Testing involves verifying hardware, software and backups are functioning as intended. Implementation may use direct, parallel, phased or pilot conversion methods. Overall the document provides guidance on managing an information systems project from start to finish.
The document discusses the impact of technology on standards and the ability to detect, prevent, and investigate fraud. It notes that technology has significantly changed the landscape for auditors and fraud examiners by providing more data sources to analyze and new tools to use. However, many auditors have been slow to adopt new technologies and analytics. The document outlines how standards, regulations, skills, and tools have evolved over time and are continuing to change in order to keep up with technological advances.
The document discusses the need for software project measurement and monitoring tools to improve performance. It summarizes Telelogic Dashboard, a tool that automates measurement, provides dashboards and graphs, and integrates with other tools. It helps managers monitor projects, ensures compliance, facilitates process improvement, and enables data-driven decision making. Telelogic also provides services to help customers implement measurement programs and get the most from the tool.
The document discusses three topics:
1. Human Resource Management - How HR analytics can help resolve challenges in HR by making it more data-driven.
2. Water Management - New digital technologies can monitor water usage and help optimize water resource management.
3. Manufacturing Industry - Advanced analytics in manufacturing can help with predictive maintenance, quality testing, supply chain optimization, and product optimization to reduce costs and improve processes.
Mastering Quality Control The 7 QC Tools Certification.pdfOFFICE
7 QC Tools Certification is a comprehensive training program designed to equip individuals with the knowledge and skills necessary to effectively use the seven quality control tools. These tools are invaluable for identifying, analyzing, and resolving quality-related issues in various industries, including manufacturing, healthcare, finance, and more.
Achieve Excellence through Customer ExperienceNaveen Agarwal
Consistently providing excellent customer experience is critical to business success. In this presentation, I share a systematic approach to build a sustainable process for excellence in customer experience.
This document discusses the importance of having a robust technical support strategy to mitigate the risks and costs of downtime. It begins by outlining how downtime can negatively impact organizations through a "ripple effect" as business processes have become increasingly dependent on integrated IT systems. It then presents IBM's framework for a comprehensive technical support strategy covering people, processes, and technology. The document advocates conducting an assessment of an organization's current support maturity level and developing a roadmap to prioritize improvements. Finally, it argues that a managed support solution through a third party can help optimize support more cost-effectively across an organization's entire IT environment.
Note on ‘Mapping’ CAAT Audit technique with 3 practical examplesAnmolDhale2
This document discusses Computer Assisted Audit Techniques (CAATs). It begins with an introduction that defines CAATs as using technology to increase the effectiveness and efficiency of auditing. It then provides three examples of how CAATs are used in auditing:
1. Creation of electronic work papers to easily navigate audits over time.
2. Fraud detection by identifying unexpected patterns in data.
3. Performing analytical tests to evaluate financial information.
The document emphasizes that as auditors encounter electronic data across clients, understanding how to use relevant information technology is critical for providing audit services. CAATs allow auditors to analyze large data volumes for anomalies and inconsistencies.
This document provides an overview of a research package on big data in the supply chain and logistics industry from eft. It includes:
- Interviews and presentations from industry experts on the biggest opportunities in using big data.
- A survey of over 200 supply chain executives on their use of big data.
- An article on using sensors and the "Internet of Things" to gain insights from real-time supply chain data.
The package explores how companies can leverage big data and analytics to improve visibility, flexibility, optimization, collaboration and control across their supply chains and gain competitive advantages. It highlights specific areas like risk management and predictive analytics that big data is enabling.
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...IJECEIAES
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
2. Copyright 2014
Many people joke about the poor quality of IT
products
People seem to accept systems being down
occasionally or needing to reboot their PCs
But quality is very important in many IT projects
Information Technology Project
Management, Seventh Edition 2
3. Copyright 2014
In one of the biggest software errors in banking history,
Chemical Bank mistakenly deducted about $15 million from
more than 100,000 customer accounts
In August 2008, the Privacy Rights Clearinghouse stated that
more than 236 million data records of U.S. residents have
been exposed due to security breaches since January 2005
In March 2012, Consumer Reports listed several recalls on its
Web site in less than 10 days, including LED lights
overheating, five different models of cars having problems
Information Technology Project
Management, Seventh Edition 3
4. Copyright 2014
The International Organization for Standardization
(ISO) defines quality as “the degree to which a set
of inherent characteristics fulfils requirements”
(ISO9000:2000)
Other experts define quality based on:
◦ Conformance to requirements: The project’s processes
and products meet written specifications
◦ Fitness for use: A product can be used as it was intended
Information Technology Project
Management, Seventh Edition 4
5. Copyright 2014
Project quality management ensures that the project
will satisfy the needs for which it was undertaken
Processes include:
◦ Planning quality management: Identifying which quality
standards are relevant to the project and how to satisfy them;
a metric is a standard of measurement
◦ Performing quality assurance: Periodically evaluating overall
project performance to ensure the project will satisfy the
relevant quality standards
◦ Performing quality control: Monitoring specific project
results to ensure that they comply with the relevant quality
standards
Information Technology Project
Management, Seventh Edition 5
7. Copyright 2014
Implies the ability to anticipate situations and
prepare actions to bring about the desired
outcome
Important to prevent defects by:
◦ Selecting proper materials
◦ Training and indoctrinating people in quality
◦ Planning a process that ensures the appropriate
outcome
Information Technology Project
Management, Seventh Edition 7
8. Copyright 2014
Functionality is the degree to which a system performs
its intended function
Features are the system’s special characteristics that
appeal to users
System outputs are the screens and reports the system
generates
Performance addresses how well a product or service
performs the customer’s intended use
Reliability is the ability of a product or service to perform
as expected under normal conditions
Maintainability addresses the ease of performing
maintenance on a product
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Project managers are ultimately responsible for
quality management on their projects
Several organizations and references can help project
managers and their teams understand quality
◦ International Organization for Standardization (www.iso.org)
◦ IEEE (www.ieee.org)
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Quality assurance includes all the activities related to
satisfying the relevant quality standards for a project
Another goal of quality assurance is continuous quality
improvement
Benchmarking generates ideas for quality
improvements by comparing specific project practices
or product characteristics to those of other projects or
products within or outside the performing organization
A quality audit is a structured review of specific quality
management activities that help identify lessons
learned that could improve performance on current or
future projects
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The main outputs of quality control are:
◦ Acceptance decisions
◦ Rework
◦ Process adjustments
There are Seven Basic Tools of Quality that help
in performing quality control
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Cause-and-effect diagrams trace complaints
about quality problems back to the responsible
production operations
They help you find the root cause of a problem
Also known as fishbone or Ishikawa diagrams
Can also use the 5 whys technique where you
repeated ask the question “Why” (five is a good
rule of thumb) to peel away the layers of
symptoms that can lead to the root cause
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A control chart is a graphic display of data that illustrates
the results of a process over time
The main use of control charts is to prevent defects, rather
than to detect or reject them
Quality control charts allow you to determine whether a
process is in control or out of control
◦ When a process is in control, any variations in the results of
the process are created by random events; processes that
are in control do not need to be adjusted
◦ When a process is out of control, variations in the results of
the process are caused by non-random events; you need to
identify the causes of those non-random events and adjust
the process to correct or eliminate them
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You can use quality control charts and the seven
run rule to look for patterns in data
The seven run rule states that if seven data
points in a row are all below the mean, above the
mean, or are all increasing or decreasing, then the
process needs to be examined for non-random
problems
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A checksheet is used to collect and analyze data
It is sometimes called a tally sheet or checklist,
depending on its format
In the example in Figure 8-4, most complaints
arrive via text message, and there are more
complaints on Monday and Tuesday than on other
days of the week
This information might be useful in improving the
process for handling complaints
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A scatter diagram helps to show if there is a
relationship between two variables
The closer data points are to a diagonal line, the
more closely the two variables are related
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A histogram is a bar graph of a distribution of
variables
Each bar represents an attribute or characteristic
of a problem or situation, and the height of the bar
represents its frequency
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A Pareto chart is a histogram that can help you identify
and prioritize problem areas
Pareto analysis is also called the 80-20 rule, meaning
that 80 percent of problems are often due to 20 percent
of the causes
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Flowcharts are graphic displays of the logic and flow of
processes that help you analyze how problems occur
and how processes can be improved
They show activities, decision points, and the order of
how information is processed
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In addition to flowcharts, run charts are also used
for stratification, a technique that shows data from
a variety of sources to see if a pattern emerges
A run chart displays the history and pattern of
variation of a process over time.
You can use run charts to perform trend analysis
and forecast future outcomes based on historical
results
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Statistical sampling involves choosing part of a
population of interest for inspection
The size of a sample depends on how representative
you want the sample to be
Sample size formula:
Sample size = .25 X (certainty factor/acceptable error)2
Be sure to consult with an expert when using statistical
analysis
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Six Sigma is “a comprehensive and flexible system
for achieving, sustaining, and maximizing business
success. Six Sigma is uniquely driven by close
understanding of customer needs, disciplined use of
facts, data, and statistical analysis, and diligent
attention to managing, improving, and reinventing
business processes”*
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*Pande, Peter S., Robert P. Neuman, and Roland R. Cavanagh, The
Six Sigma Way, New York: McGraw-Hill, 2000, p. xi.
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The target for perfection is the achievement of no
more than 3.4 defects per million opportunities
The principles can apply to a wide variety of
processes
Six Sigma projects normally follow a five-phase
improvement process called DMAIC
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DMAIC is a systematic, closed-loop process for
continued improvement that is scientific and fact based
DMAIC stands for:
◦ Define: Define the problem/opportunity, process, and
customer requirements
◦ Measure: Define measures, then collect, compile, and
display data
◦ Analyze: Scrutinize process details to find improvement
opportunities
◦ Improve: Generate solutions and ideas for improving the
problem
◦ Control: Track and verify the stability of the improvements
and the predictability of the solution
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It requires an organization-wide commitment.
Training follows the “Belt” system
Six Sigma organizations have the ability and
willingness to adopt contrary objectives, such as
reducing errors and getting things done faster
It is an operating philosophy that is customer
focused and strives to drive out waste, raise levels
of quality, and improve financial performance at
breakthrough levels
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Motorola, Inc. pioneered the adoption of Six Sigma in
the 1980s and saved about $14 billion
Allied Signal/Honeywell saved more than $600 million
a year by reducing the costs of reworking defects and
improving aircraft engine design processes
After implementing the solutions recommended by a
Six Sigma team for Baptist St. Anthony's Hospital in
Amarillo, Texas, the percent of delayed cases in the
radiology department dropped from 79 percent to 33
percent, delays decreased by 22 percent, and the
number of orders missing or needing clarification
dropped to zero from 11 percent
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Joseph M. Juran stated, “All improvement takes place
project by project, and in no other way”*
It’s important to select projects carefully and apply higher
quality where it makes sense; companies that use Six
Sigma do not always boost their stock values
As Mikel Harry puts it, “I could genetically engineer a Six
Sigma goat, but if a rodeo is the marketplace, people are
still going to buy a Four Sigma horse.”**
Six Sigma projects must focus on a quality problem or gap
between the current and desired performance and not
have a clearly understood problem or a predetermined
solution
*“What You Need to Know About Six Sigma,” Productivity Digest (December 2001), p. 38.
**Clifford, Lee, “Why You Can Safely Ignore Six Sigma,” Fortune (January 22, 2001), p.
140.
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The training for Six Sigma includes many project
management concepts, tools, and techniques
For example, Six Sigma projects often use business
cases, project charters, schedules, budgets, and so on
Six Sigma projects are done in teams; the project
manager is often called the team leader, and the
sponsor is called the champion
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The term sigma means standard deviation
Standard deviation measures how much
variation exists in a distribution of data
Standard deviation is a key factor in determining
the acceptable number of defective units found in
a population
Six Sigma projects strive for no more than 3.4
defects per million opportunities, yet this number
is confusing to many statisticians
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Using a normal curve, if a process is at six sigma,
there would be no more than two defective units per
billion produced
Six Sigma uses a scoring system that accounts for
time, an important factor in determining process
variations
Yield represents the number of units handled
correctly through the process steps
A defect is any instance where the product or service
fails to meet customer requirements
There can be several opportunities to have a defect
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Six 9s of quality is a measure of quality control
equal to 1 fault in 1 million opportunities
In the telecommunications industry, it means
99.9999 percent service availability or 30 seconds
of down time a year
This level of quality has also been stated as the
target goal for the number of errors in a
communications circuit, system failures, or errors
in lines of code
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Many IT professionals think of testing as a stage
that comes near the end of IT product
development
Testing should be done during almost every phase
of the IT product development life cycle
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Unit testing tests each individual component (often
a program) to ensure it is as defect-free as possible
Integration testing occurs between unit and system
testing to test functionally grouped components
System testing tests the entire system as one entity
User acceptance testing is an independent test
performed by end users prior to accepting the
delivered system
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Watts S. Humphrey, a renowned expert on software
quality, defines a software defect as anything that must
be changed before delivery of the program
Testing does not sufficiently prevent software defects
because:
◦ The number of ways to test a complex system is huge
◦ Users will continue to invent new ways to use a system that
its developers never considered
Humphrey suggests that people rethink the software
development process to provide no potential defects when
you enter system testing; developers must be responsible
for providing error-free code at each stage of testing
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Modern quality management:
◦ Requires customer satisfaction
◦ Prefers prevention to inspection
◦ Recognizes management responsibility for quality
Noteworthy quality experts include Deming, Juran,
Crosby, Ishikawa, Taguchi, and Feigenbaum
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Deming was famous for his work in rebuilding
Japan and his 14 Points for Management
Juran wrote the Quality Control Handbook and ten
steps to quality improvement
Crosby wrote Quality is Free and suggested that
organizations strive for zero defects
Ishikawa developed the concepts of quality circles
and fishbone diagrams
Taguchi developed methods for optimizing the
process of engineering experimentation
Feigenbaum developed the concept of total quality
control
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The Malcolm Baldrige National Quality Award
originated in 1987 to recognize companies that have
achieved a level of world-class competition through
quality management
Given by the President of the United States to U.S.
businesses
Three awards each year in different categories:
◦ Manufacturing
◦ Service
◦ Small business
◦ Education and health care
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ISO 9000 is a quality system standard that:
◦ Is a three-part, continuous cycle of planning, controlling,
and documenting quality in an organization
◦ Provides minimum requirements needed for an
organization to meet its quality certification standards
◦ Helps organizations around the world reduce costs and
improve customer satisfaction
See www.iso.org for more information
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Many car manufacturers are proud to show and
sell their electric cars (Audi, Cadillac, Chevrolet,
etc.), but many people might wonder if these cars
are safe
Fortunately, ISO has updated a standard on safety
features in electric and hybrid cars to prevent
electricity-related injuries
ISO 6469-3:2011, Electrically propelled road
vehicles – protection of persons against electric
shock, will help the global market for electric cars
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Several suggestions for improving quality for IT
projects include:
◦ Establish leadership that promotes quality
◦ Understand the cost of quality
◦ Focus on organizational influences and workplace factors
that affect quality
◦ Follow maturity models
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As Joseph M. Juran said in 1945, “It is most
important that top management be quality-minded.
In the absence of sincere manifestation of interest
at the top, little will happen below”*
A large percentage of quality problems are
associated with management, not technical
issues.
*American Society for Quality (ASQ), (www.asqc.org/about/history/juran.html).
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The cost of quality is the cost of conformance
plus the cost of nonconformance
◦ Conformance means delivering products that meet
requirements and fitness for use
◦ Cost of nonconformance means taking responsibility
for failures or not meeting quality expectations
A study reported that software bugs cost the U.S.
economy $59.6 billion each year and that one third
of the bugs could be eliminated by an improved
testing infrastructure
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Prevention cost: Cost of planning and executing a project
so it is error-free or within an acceptable error range
Appraisal cost: Cost of evaluating processes and their
outputs to ensure quality
Internal failure cost: Cost incurred to correct an identified
defect before the customer receives the product
External failure cost: Cost that relates to all errors not
detected and corrected before delivery to the customer
Measurement and test equipment costs: Capital cost of
equipment used to perform prevention and appraisal
activities
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A 2007 study by Nucleus Research Inc. estimated that
spam management costs U.S. businesses more than $71
billion annually in lost productivity or $712 per employee
One e-mail security firm estimated that spam accounts for
95 percent of total e-mail volume worldwide
In 2008, Reuters reported that spyware and phishing cost
consumers $7.1 billion in 2007, up from $2 billion the
previous year
A 2011 report estimated that “10% of Americans have had
their identities stolen, and on average, each of those
individuals lost around $5,000. The cost to businesses
worldwide adds up to a staggering $221 billion each year.”
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Study by DeMarco and Lister showed that organizational
issues had a much greater influence on programmer
productivity than the technical environment or
programming languages
Programmer productivity varied by a factor of one to ten
across organizations, but only by 21 percent within the
same organization
Study found no correlation between productivity and
programming language, years of experience, or salary.
A dedicated workspace and a quiet work environment
were key factors to improving programmer productivity
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Project managers must understand and manage
stakeholder expectations.
Expectations also vary by:
◦ Organization’s culture
◦ Geographic regions
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Maturity models are frameworks for helping
organizations improve their processes and systems
◦ The Software Quality Function Deployment Model
focuses on defining user requirements and planning
software projects
◦ The Software Engineering Institute’s Capability Maturity
Model Integration is a process improvement approach
that provides organizations with the essential elements of
effective processes
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CMMI levels, from lowest to highest, are:
◦ Incomplete
◦ Performed
◦ Managed
◦ Defined
◦ Quantitatively Managed
◦ Optimizing
Companies may not get to bid on government projects
unless they have a CMMI Level 3
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PMI released the Organizational Project Management
Maturity Model (OPM3) in December 2003
Model is based on market research surveys sent to
more than 30,000 project management professionals
and incorporates 180 best practices and more than
2,400 capabilities, outcomes, and key performance
indicators
Addresses standards for excellence in project,
program, and portfolio management best practices
and explains the capabilities necessary to achieve
those best practices
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OPM3 provides the following example to illustrate a best
practice, capability, outcome, and key performance
indicator:
◦ Best practice: Establish internal project management
communities
◦ Capability: Facilitate project management activities
◦ Outcome: Local initiatives, meaning the organization
develops pockets of consensus around areas of special
interest
◦ Key performance indicator: Community addresses local
issues
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Spreadsheet and charting software helps create
Pareto diagrams, fishbone diagrams, and so on
Statistical software packages help perform
statistical analysis
Specialized software products help manage Six
Sigma projects or create quality control charts
Project management software helps create Gantt
charts and other tools to help plan and track work
related to quality management
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Project quality management ensures that the
project will satisfy the needs for which it was
undertaken
Main processes include:
◦ Plan quality
◦ Perform quality assurance
◦ Perform quality control
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