1.17 Plan Quality Mgmt

Front 1

Project Quality Mgmt knowledge area

Back 1

includes the processes and activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.

Front 2

Plan Quality Mgmt process

Back 2

ID's quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with quality requirements and/or standards.

Front 3

Quality as per ISO 9000 [10]

Back 3

the degree to which a set of inherent characteristics fulfill requirements.

Front 4

Aspects important to Quality

Back 4

1. Customer Satisfaction

2. Prevention over Inspection

3. Continuous Improvement

4. Mgmt Responsibility

5. COQ

Front 5

Continuous Improvement methods

Back 5

1. Plan-Do-Check-Act (PDCA) cycle

2. Total Quality Mgmt (TQM)

3. Six Sigma

4. Lean Six Sigma

Front 6

Commonly used process improvement models

Back 6

1. Malcolm Bridge

2. Organizational PM Maturity Model (OPM3)

3. Capability Maturity Model Integration (CMMI)

Front 7

Cost of Quality (COQ)

Back 7

refers to the total cost of the conformance work and the non-conformance work that should be done as a compensatory effort.

Front 8

COQ: Cost of Conformance categories

Back 8

1. Prevention Cost

2. Appraisal Cost

Front 9

COG: Cost of Conformance: Appraisal Costs

Back 9

1. Testing

2. Destructive testing loss

3. Inspections

Front 10

COG: Cost of Conformance: Prevention Cost

Back 10

1. Training

2. Document Processes

3. Equipment

4. Time to do it Right

Front 11

COG: Cost of Non-conformance

Back 11

1. Internal Failure

2. External Failure

Front 12

COG: Cost of Non-conformance: Internal

Back 12

1. Rework

2. Scrap

Front 13

COG: Cost of Non-conformance: External

Back 13

1. Liabilities

2. Warranty Work

3. Lost Business

Front 14

Plan Quality Mgmt process inputs

Back 14

1. PM Plan

2. Stakeholder Register

3. Risk Register

4. Requirements Documentation

5. EEF

6. OPA

Front 15

Relationships between QA and CQ to the COQ, PDCA, and IPECC models and PM process groups

Back 15

Front 16

Plan Quality Mgmt Data Flow Diagram

Back 16

Front 17

What aspects of the PM Plan act as inputs for the Plan Quality Mgmt process?

Back 17

1. Scope Baseline

2. Schedule Baseline

3. Cost Baseline

4. Other Plans

Front 18

Plan Quality Mgmt process T&T's

Back 18

1. Cost-Benefit Analysis (CBA)

2. COQ

3. Seven Basic Quality Tools

4. Benchmarking

5. Design of Experiments

6. Statistical Sampling

7. Additional Quality Planning Tools

8. Meetings

Front 19

Seven Basic Quality Tools

Back 19

1. Cause-and-Effect diagrams (fishbones)

2. Flowcharts

3. Checksheets

4. Pareto diagrams

5. Histograms

6. Control Charts

7. Scatter diagrams

Front 20

Fishbone diagram

Back 20

problem is placed at the head and traces the problem back to the root cause. Often proves useful in linking undesirable effects seen as special variation.

Front 21

Checksheets

Back 21

are used to organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem. Especially useful for gathering attributes data while performing inspections to ID defects.

Front 22

Pareto diagrams

Back 22

Vertical bar charts used to ID the vital few sources that are responsible for causing most of a problem's effects.

Front 23

Histograms

Back 23

bar charts that describe the central tendency, dispersion, and shape of a statistical distribution. Does NOT factor time.

Front 24

Control Charts

Back 24

determines if a process is stable or has a predictable performance. An upper and lower control limit is set and the process must perform within that range.

Front 25

When evaluating a process via a control chart when is a process determined to be out of control?

Back 25

1. A data point exceeds a control limit

2. Seven consecutive plot points above or below the mean

Front 26

Design of Experiments (DOE)

Back 26

is a statistical method for IDing which factors may influence specific variables of a product or process under development or production. May be used during Plan Quality Mgmt process to determine the # and type of tests and their impact on COQ.

Front 27

DOE also

Back 27

plays a role in optimizing products or processes

Front 28

Additional Quality Planning Tools are

Back 28

1. Brainstorming

2. Force Field Analysis

3. Nominal Group Technique

4. Quality Mgmt and Control Tools (discussed in 8.2)

Front 29

Plan Quality Mgmt process outputs

Back 29

1. Quality Mgmt Plan

2. Process Improvement Plan

3. Quality Metrics

4. Quality Checklists

5. Project Document Updates

Front 30

Quality Mgmt Plan

Back 30

a component of the PM Plan that describes how the organization's quality policies will be implemented.

Front 31

Process Improvement Plan

Back 31

a subsidiary of the PM Plan that details the steps for analyzing PM and product development processes to identify activities that enhance their value.

Front 32

Areas to consider in the Process Improvement Plan

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1. Process Boundaries

2. Process Configuration

3. Process Metrics

4. Targets for Improved Performance

Front 33

Examples of Quality Metrics

Back 33

1. On-Time Performance

2. Cost Control

3. Defect Frequency

4. Failure Rate

5. Availability

6. Reliability

7. Test Coverage

Front 34

Quality Mgmt Plan generally contains

Back 34

Section A: Quality Control

1. Major Deliverable to be Tested

2. Standards and Criteria

3. Monitoring and Controlling

4. Quality Control Schedule

Section B: Quality Assurance

1. Processes subject to QA

2. Standards and Stakeholder Expectations

3. QA Activities

4. QA Schedule

Section C: Continuous Process Improvement