1860 Module 11 Quality and Closing.pdf

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 11: Quality and Closing ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU...

~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Course 1860 - Foundations of Project Management Module 11: Quality and Closing ~ UNIVERSITY OF TORONTO ~ SC HOOL OF CON TI NU ING STUD IE! Module 11 - Section 1 Quality Management  Quality Process IC-1.2 Determine Quality Gather, quality management analyze Quality tools standards plan quality data 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 1. Review enterprise environmental factors and ask are there any specific standards and regulations external to the organization? Then review internal organizational process assets for any established quality policies 2. Explains how the organizations quality policies, methodologies, and standards will be implemented on the project 3. Brainstorm, search industry benchmarks, interview stakeholders, and prepare a cost benefit analysis on quality alternatives 4. Review which tools will be utilized and how  Quality Standards The International Organization for Standardization (ISO) defines quality as "the degree to which a set of inherent characteristics fulfills 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 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ Notice it is ISO not IOS  Quality Management and Proiect Management Modern quality management complements project management Both disciplines recognize the importance of: - Customer Satisfaction: It requires a combination of conformance to requirements and fitness for use - Prevention over Inspection: One of the fundamental tenets of modern quality management states that quality is planned, designed and built-in and not inspected "in" - Continuous Improvement: The plan-do-check-act cycle (Kaizen) is the basis for quality improvement as defined by Shewhart and modified by Deming - Management Responsibility: It remains management's responsibility to provide resources needed to succeed 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~  The PDCA Cycle ARTICULATE TUT what the p,ol>lom Ktl solution In a or opportunity Is MMII-IClle project Of environment GATHER ~"=~~:'!.~ - -.. of the p,ooltm ---· TRACK dato boMd Ofl the suc.assmttrk:s ASSESS any lmprowme,nt tflort II they ere wccouful or not OIFINE -·~ whatthelUCUSS CONTINUOUS IMPROVEMENT ANAlffl the 1fttrm1th of the oxperiment ASSlSS uch solution's viability and effectiwneu - lUCUTE your solution 1nto 1 RMEW - mu No promo codes have been conference? established > Details on US or Canadian funds has not been specified 9 UN IVERSIT Y OF TO RONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 23  Cause-and-Effect Diagram - Website - Al For the website project, create a cause-and-effect diagram for the cause why are there low registrations Marketing: Inadequate promotion efforts or ineffective marketing strat egies. Sub-causes: Limited advertising budget, targeting the wrong audience, weak on line presence. Registration Process: Complicated or time-consuming registration procedures on the website. Sub-causes: Lengthy forms, technical glitches during registration, lack of user-friend liness. Content: Unappealing or insufficient information about the event on the website. Sub-causes: Incomplete event details, unclear value proposition, outdated content. Competition: Strong competition from other similar events or webinars. Sub-causes: Parallel events with more attractive features, better-known competitors. Timing: Poor choice of event date and time. Sub-causes: Scheduling confl icts, competing events, inconvenient time zones. Sub-causes: Slow page load times, broken links, browser compatibility iss Remember the 5 Whys example in Module 6 9 UN I VERSIT Y OF TO RONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 24 fl~ Check Sheets - Website Also known as tally sheets Collection of data that helps identify defects, frequency Used to gather data and organize facts so the data can be used in other quality tools, such as a Pareto diagram Bl Complaints Frequency No information on registration fee: US or Canadian dollars 65 2 No promotion code posted 45 3 No cancellation policy posted 20 4 Not enough information on program 10 5 Technology issues with sign up process 8 6 No translation available on conference information 5 7 Lacking details on accessibility 3 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 25  ~i ~ Flowcharts - Website IC-2.3 Graphic display of the logic and flow of processes Analyzes how problems occur, how processes can be improved , and non-value-added activities identified during a process Show activities, decision points, and the order of a process May include lean, visual techniques to improve workflow Return to Deliverable appropriate Acceptance decision..--Y_e_s_ Sign approval Notify Request makers section requestor and log in system Document required additional No work 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 26 Diamond means that there is an action of some sort  Control Chart Graphic display of data that illustrates results of a process running over time Involves statistical sampling: - Samples taken to measure controls and verify quality - Attribute Sampling : either conforms or does not - Variables Sampling : result is rated on a continuous scale that measures the degree of conformity Determines whether a process is in or out of control When in control, variations are created by random events and processes do not need to be adjusted When out of control, variations are caused by non- random events, therefore you need to identify the causes and then adjust the process to correct or eliminate 9 these causes UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 27  Control Chart (2) Upper Sp~cific;ation,Limit USL (Defin,ed bY, Customer Requirements) I I I I I I I I I a, C. UpJer Co~trol !umit!ucL tDefi ~ed by!Proc~ss d haradteristics) -... '5 ~ I I I I I I I I I 1 1 1 , ' +3 Std Deviation C."' '' ::::s 0 Desired 0 ~ ✓ Value 1/j iii -,--- 1/j > ' Q) ~ I 'I I ' I I I I I u E I t I I ~ Low~r c J.ntrol Limit LCL 0 QI -3 Std Deviation n: ~ I I I I Lo-.4ter S~ecifi~atior\ Limit LSL ' I I ' I ' I I I I I : I I I Time In a normal distribution , 99.7 of the observations fall within - or+ 3 Std deviation range 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 28  Control Chart (3) No sample points outside the process limits UCL & LCL Most points near the mean x Nearly equal number of points above and below average Points are randomly distributed '' -- -- - -- -- - -- -- - --.... - -- -- - -- -- - - I I 1 I I : I I : I t : I I I I : I I : I I : I I : I I : I I : I I UCL ' '' '' LCL ~~ - ~~ - ~~ - ~~ - ~~ - ~~ -- 1 I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I Time 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 29  The Seven-Run Rule 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 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 30  Control Charts Patterns Diagram A Diagram B ~ :::. UCL Problematic Process in "Trend" Control LCL Time Time Diagram C Diagram D UCL Process out Problematic 1 \ / ' V V \. Mean of control "Periodicity \ LCL Time Time 9UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 31 Count the 7 points in each graph a~ Control Chart - Virtual Conference To understand user traffic during the virtual conference, the team tracked the number of attendees online at any given time during the day The desired level was a 50% minimum attendance all day The traffic results would also help plan for future online events 100% ~ 6% "'"' 90% 80% / ___./,5% 70% _ , ~ ~ 65% 60% " / 55% 50% 40% 30% --~-----------------~------ / ' 35% ' 25%........... 20% 10% 0% 8:00AM 9:00 AM 10:00AM 11:00AM !2 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM ----- 5:00 PM - - Mean - - - UCL - - - LCL - - - USL - - - LSL - Actual 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 32 iJ~Histograms - Website A bar graph of a distribution of variables Each bar represents an attribute or characteristic of a problem or situation 100 90 80 70 60 so 40 30 20 10 0 First Quarter Second Quarter Third Quarter Fourth Quarter New Members Returning Members Existing Webinars 9 UN IVERS IT Y OF TO RONTO ~ SCHOOL 01 CONT INUING STUOIE~ 33  ~ ~i ~ Pareto Histogram - Website The histogram is IC-2.4 ordered by 70 120% frequency of occurrence 100% The results are displayed by type of cause 80%., V, V, V, The rank ordering ~ ~ 40 +-- -- - -- --+.........,.....0~.....0., guides corrective., 60% 0.0 action.s::, E 30 t --.r -- -- -i--f "' 1': :::, ~ Follows the 80/20 z t 40% Cl. rule, in this case 29% (2 of 7) causes responsible 10 +---- --- ----- ---- - ~ - - fa----r'---=2"-' 0% -"---------, Lacking details on accessibility for 71% (110 of 156) defects Feedback on website registration for conference attendees 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 34 Look at excel sheet - pulled from slide 30 ~I ~ Pareto Histo ram -Website IC-2. - 3 Complaints... _...........,. NopromobOncodepostIISon 11\econ~e,,.cestarttme stakeholders for feedback speakers, eodanlhfffor teCMD"'9YHUeS Toollll>olongtoge,remelout ;,~,':e~~o.~~~48si,:: Others review each of the subsidiary areas of the project plan (scope, cost, schedule etc.) Remember Provide an archive for referencing on Module 4 future projects Added into the lessons learned archive 9 UN IVERS IT Y OF TO RONTO ~ SCHOOL 0 1 CONT INUING STUOIE~ 57 @ Transition Plan Includes information related to what work had to be done, by whom, and when The content should be tailored to fit the ongoing support needs of the product or service Lists assumptions for the future operations; including ongoing costs for maintenance Highlights future work required, and provides a high-level schedule for its timing Notes key renewal or contract dates Identifies residual risks What does Al suggest? 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 58 @) Final Re12ort High level summary on: - Scope of activities and criteria used to evaluate the scope - Schedule objectives and variances - Cost objectives and actual costs - Quality objectives; criteria used to evaluate the project and product quality; verification and validation information - Success metrics; how the final project, service, or result achieved the benefits that the project was undertaken to address - Summary of how the product, service or result achieved the business needs - Transition report and residual risks What does Al suggest? 9 UN I VERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 59 ~i ~ Final Report - Virtual Conference Final Report Date: Project Title: PMExpo Virtual Conference 1. Project Description and Summary of Results 2.Original and Actual Scope 3.Original and Actual Schedule 4.Original and Actual Budget 5.Quality Objectives, Verification, and Validation 6. Risk/Issue Summary ?.Project Assessment a.Lessons Learned Summary 9.Transition Plan 10.Training Benefits Plan Attachments: A. Key Project Management Documentation B. Product-Related Documentation 9 UN IVERSIT Y OF TO RONTO ~ SC HOO L 0 1 CONT INU ING STU OIE~ 60  Closure Activities Integration M·firtijii-i:Ef ¥MMiH:I Starvation Final Report ✓ ✓ ✓ ✓ Sign off ✓ ✓ Satisfaction Survey ✓ ✓ Audits ✓ ✓ ✓ ✓ Updated Archives ✓ ✓ ✓ ✓ Project Updates ✓ ✓ ✓ ✓ Transition - team ✓ ✓ ✓ ✓ Transition - product ✓ ✓ Lessons Learned ✓ ✓ ✓ ✓ Staff recognition ✓ ✓ 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 61  Closing in Adaptive Proiects Agile projects involve closing activities throughout their lifecycle: Closing off previous day work with daily scrums Obtaining customer acceptance and feedback in sprint reviews at the end of each sprint Obtaining business acceptance and feedback in release reviews at the end of each release Continuous improvement at the end of the sprint with retrospectives 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 62  Predictive versus Adaptive Closure When is a project completed? - Predictive projects are completed when the scope is met within a specific timeframe, and it has been formally validated and accepted - The overall results of an adaptive project may differ from the original intent and the project will be completed when the predetermined funds have been utilized 9 UN IVERSIT Y OF TO RONTO ~ SCHOO L 0 1 CONT INU ING STUOIE~ 63 Q Close Proiect - Questions IC-3.7 IC-3.8 1. As part of project closing, it is important to plan for and execute a smooth _ _ of the project into the normal operations of the company. a. takeover b. transition c. turnover d. close-out 2. Most people prefer a face-to-face close out meeting to enhance_. a. knowledge transfer b. cost savings c. time savings d. collaboration Answers available via Interactive Content on Quercus 67