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This lesson focuses on plan quality management. This is the initial process that creates the quality management plan, the process improvement plan, quality metrics, quality checklist and project documentation updates. The cost of quality is the cost associated with conformance to requirements and the steps taken to eliminate non-conformance. The quality management plan is in place to define the implementation of the quality policies established by the organization and details the manner in which the teams plans on satisfying the project's quality requirements. [toggle_content title="Transcript"] Now we cover some basic quality terms, we are going into the processes. The first one is plan quality management under the planning process group. Every knowledge area has a plan that lead into it. Plan quality management is like every other knowledge area. It's the initial plan that sets up the motion in place for quality. What you get out of your first processes...it creates the quality management plan, process improvement plan, quality matrix, quality chapters and project documentation updates. Every process has inputs. This has the quality management plan. This includes the scope baseline, the schedule baseline, the cost baseline and other management plans that you feed into it. Stakeholder register is another input; this helps to identify who your stakeholders are and how you contact them, what their roles are. Risk register is one of the other knowledge areas that we haven't covered yet. This provides information [inaudible] that means it helps quality. Requirements documentation, this outlines quality to make sure that you meet your requirements. Enterprise environmental factors which is another common input. These are factors within your organization that can influence the quality management plan. And last when we have enterprise organization factors, we also have process assets. This are the documents your company owns that can influence the quality management plan. For example, if CMI you are going to use those CMI processes to develop your quality management plan. The tools you can use are cost benefit analysis, cost quality, seven basic quality tools which we are going to go through after this, benchmarking, design experiments, statistical sampling and then there is additional quality planning tools and you also have meetings. Your first tool is cost benefit analysis. This is used to analyze how to minimize rework in order to maximize satisfaction and productivity. You are operating upfront to make sure you are not repeating which will cost you time in the future and also time equals money. Cost of quality, that is the cost associated with conformance to the requirements and steps taken to eliminate nonconformance. When a client declares what quality standards are, that is going to cost a certain amount of dollars in order to make. If you have something that does not have high quality, it is not going to cost as much as something that has low quality. You have seven basic quality tools. The first one we go over is flow chart. This is a technique used to map out the flow of the processes or technique. The example am giving here is getting material on hand for a project. The purchaser would receive a purchase request, if he has material on hand we will go to yes. You will pick from the ware house and you distribute that for the project. If the decision is no he order the material, he will then have to receive the material, and then it will be distributed to the project. Just a way of figuring out processes. The next of seven basic quality tools is a histogram. It basically shows the occurrences and as you can see, this is [inaudible]. For this example there is about thirty times a person will have to reset passwords, we will say about fifteen times the password...you get to reset the laptop and about fifty times there is one security check and looks like ten times the technician had to fix cables. The next is a product diagram, it's kind of like a histogram but this is actually making sense of the data. If you want a histogram to determine where the problem lies...this is the same data from the histogram but now it is actually in order. Fifty percent of the time, this is based on a hundred percent; fifty percent of the time is dealing with the technician running security checks. Thirty percent of the time is resetting passwords and as you can see the cycle goes to meet up to a 100 percent. The next slowest thing is to reset laptops and after that is to fix cables. As a manager, you will become [inaudible] trying to reduce the  security checks coz this is the most common occurrence. The next of the seven basic quality tools is schedule diagrams. This is just planning points. In this example, on the left side you have number of values and the bottom its all the days. This way we are looking at technician and if I had ten technicians to start of a job, on day one I would expect a high number of failures, coming out of that technician. As they become more familiar with whatever this process is you can see it goes down coz it takes larger amounts and then [inaudible]. It is a way of gathering data, where you are looking at the large amount and just planning it between two variables. Then next thing of this basic qualities is the check sheet. This is done to ensure everything is done in the process. This example of end of day security checks. You don't want to forget that a door was unlocked and has something in common and storing all the materials. At the end of the day you will have to inspect the door that you are leaving. You are going to make sure somebody checks the windows and sign off on it. Check the safe, make sure that it is locked. Turn off all the lights, make sure you are not wasting electricity, lock all outside doors, and on a security system. As you can see, as it says, check sheets and you are checking this to make sure everything is done. Another good example is if a plan is about to take off, you want to make sure the technicians and mechanics on the runway are making sure everything is done before the plane is airborne. This is known as a causal effect. It is also known as the fishbone diagram, basically we are going to evaluate what can potentially cause defects. This can also be used later for troubleshooting. For this example, there are four phases, phase one , the first thing you are going to do is interview stakeholders. After that, gather requirements so phase one is completed phase two is develop a preliminary design. Once the design is done you finish with the preliminary design review with the client. Phase three is develop the critical design and then have your critical design reviewed by the client as well. Once that is complete you can now order the materials and build the first unit. It is just a way of evaluating things, processes, of the project and trying to figure out where problems can occur. Another one of those seven basic control tools is quality checks. This provides the picture of the project over time. As you can see you have a mean, which is like the sum of the whole, you also have the upper control limit and the lower control limit. This is kind of like the end of the road. If you are driving, you don't want to pass that upper control limit or lower control limit. You also have an upper respect limit and a lower respect limit which is created by the client. It's basically following process. Whatever the number is, the mean is the number you are trying to achieve, if you are above it you are fine as long as you are not above the upper control limit. If you are below it...it is fine as long as you are not below the lower control limit as you can see, this right here, are fine. This one is not fine because it is above the upper control limit. This upper two are fine, this two would fail and this two are good. There is one more rule, it's called the rule of seven. If you take the mean and you have seven instances, either above or below the mean, it is considered to be a failure. One, two, three, four, five, six and seven. For whatever reason, the seven are below the mean, it requires management attention. Another quality tool is benchmarking. Which is...you are basically comparing the best practices of one project or the standards and you are comparing to your own project. Another tool is design of experiments. This is the tool used to establish the impact of a component can have on a product or process. A good example of this is how much you are willing to test. As you are setting up your plan, you might want to do a quick test. If you don't want to spend a lot of money on it, or you don't want to spend a lot of money on it. One of the projects that I have done is radio communications for emergency operations. We had a legacy system that we had to turn off, with the new system that we designed. When the legacy system was turned off, the new system had to [inaudible]. We spent two months testing every possible thing that could go wrong with that radio system, before we turned the old radio system off and turn the new radio system on. Statistical sampling is another tool, determines the set of entities selected for testing. Then there is additional quality planning tools. I will just be familiar with these just for the exam. I don't think PMI is going to go into great detail for these. Know that force field analysis, nominal group techniques, quality management control tools and brainstorming are also quality control tools for this. You first output is the quality management plan. This defines the limitation of the quality policies established by the organization and details the manner in which the team plans to satisfy the project quality requirements. This is your baseline for the quality management plan. Process improvement plan. This defines how to analyze a process in order to determine the activities that will increase the value of the process. It is having a plan on continuous improvement so you are not repeating the same thing over and over making the same mistakes. You want to get better every time you repeat that process. Quality checklist, these are specific steps that are executed to ensure quality and consistency of a process. If you can imagine, this are checklist, which ensures that you are doing the process the way it's supposed to be done. Quality matrix...used to define characteristics and measurements that can be used for quality control. This is basically setting what kind of threshold you can have. If you are trying to reach 95 percent you can have plus or minus five percent and it's still good. In summary of this process, your inputs which we have gone over are the project management plan, stakeholder register, risk register, requirements documentation, enterprise environmental factors and organizational process assets. Just going over this again, this is a majority of processes, they will ask you in multiple choice what's an input for this process, enterprise environmental factors and organization process assets are very common. Your tools are cost benefit analysis, cost of quality...remember the rule is seven basic quality tools which are your diagrams, benchmarking, design of experiment, statistical sampling, meetings and we also have additional quality planning tools. Your outputs are the quality management plan, process improvement plan, quality matrix and quality checklist. This will be inputs for other processes as we go along. [/toggle_content]