Project Quality Managementppt课件.ppt

Chapter8:ProjectQualityManagement,1,LearningObjectives,UnderstandtheimportanceofprojectqualitymanagementforinformationtechnologyproductsandservicesDefineprojectqualitymanagementandunderstandhowqualityrelatestovariousaspectsofinformationtechnologyprojectsDescribequalityplanninganditsrelationshiptoprojectscopemanagementDiscusstheimportanceofqualityassuranceListthethreeoutputsofthequalitycontrolprocessUnderstandthetoolsandtechniquesforqualitycontrol,suchasParetoanalysis,statisticalsampling,SixSigma,qualitycontrolcharts,andtesting,2,LearningObjectives,DescribeimportantconceptsrelatedtoSixSigmaandhowithelpsorganizationsimprovequalityandreducecostsSummarizethecontributionsofnoteworthyqualityexpertstomodernqualitymanagementUnderstandhowtheMalcolmBaldrigeAwardandISO9000standardpromotequalityinprojectmanagementDescribehowleadership,cost,organizationalinfluences,andmaturitymodelsrelatetoimprovingqualityininformationtechnologyprojectsDiscusshowsoftwarecanassistinprojectqualitymanagement,3,QualityofInformationTechnologyProjects,ManypeoplejokeaboutthepoorqualityofITproductsIfGMCarsWereLikeMicrosoftOSComputers(p.262)ForNoReasonYourCarWouldCrashTwiceaDay.TheAirbagWouldSay“AreYouSure”BeforeGoingOff.YourCarWontLetYouInBecauseYourKeyExpired.(Thisismyown)PeopleseemtoacceptsystemsbeingdownoccasionallyorneedingtoreboottheirPCsTherearemanyexamplesinthenewsaboutqualityproblemsrelatedtoIT(SeeWhatWentWrong?)ButqualityisveryimportantinmanyITprojects,4,WhatisQuality?,CarQualityRide,Reliability,FitandFinish,AudioSystem?FoodQualityTaste,Smell,Color,Texture,Freshness?ShoeQualityFit,Stitching,Comfort,Wear?BabyFurnitureQualitySafety,GooProof,Durability,EasytoAssemble?,5,WhatIsQuality?,TheInternationalOrganizationforStandardization(ISO)definesqualityasthetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneedsOtherexpertsdefinequalitybasedonConformancetorequirements:meetingwrittenspecifications.Fitnessforuse:ensuringaproductcanbeusedasitwasintended.,6,PurposeofProjectQualityManagement,ToEnsurethattheProjectWillSatisfytheNeedsforWhichitwasUndertaken.ScopeCostPerformanceMeetorExceedCustomerSatisfactionTheCustomerUltimatelyDecidesifQualityisAcceptable.Period.,7,ProjectQualityManagementProcesses,Qualityplanning:identifyingwhichqualitystandardsarerelevanttotheprojectandhowtosatisfythemQualityassurance:evaluatingoverallprojectperformancetoensuretheprojectwillsatisfytherelevantqualitystandardsQualitycontrol:monitoringspecificprojectresultstoensurethattheycomplywiththerelevantqualitystandardswhileidentifyingwaystoimproveoverallquality,8,ISTechnologyQuality,FunctionalityandFeaturesFunctionisDoestheSystemPerformaAsIntendedFeatureisHowitDoestheFunctionGraphicInterface,On-LineHelp,ectSystemOutputsScreensandReportsPerformanceSystemFunctionsasCustomerIntendstoUseit,ReliabilityandMaintainabilityMeanTimeBetweenEssentialFunctionFailure(MTBESF),9,QualityPlanning,ItisimportanttodesigninqualityandcommunicateimportantfactorsthatdirectlycontributetomeetingthecustomersrequirementsDesignofexperimentshelpsidentifywhichvariableshavethemostinfluenceontheoveralloutcomeofaprocessManyscopeaspectsofITprojectsaffectqualitylikefunctionality,features,systemoutputs,performance,reliability,andmaintainability,10,QualityAssurance,QualityassuranceincludesalltheactivitiesrelatedtosatisfyingtherelevantqualitystandardsforaprojectAnothergoalofqualityassuranceiscontinuousqualityimprovementBenchmarkingcanbeusedtogenerateideasforqualityimprovementsQualityauditshelpidentifylessonslearnedthatcanimproveperformanceoncurrentorfutureprojects,11,QualityAssurancePlan,12,QualityAssurancePlan,13,QualityControl,ThemainoutputsofqualitycontrolareacceptancedecisionsreworkprocessadjustmentsSometoolsandtechniquesincludeParetoanalysisstatisticalsamplingSixSigmaqualitycontrolcharts,14,ParetoAnalysis,ParetoanalysisinvolvesidentifyingthevitalfewcontributorsthataccountforthemostqualityproblemsinasystemAlsocalledthe80-20rule,meaningthat80%ofproblemsareoftendueto20%ofthecausesParetodiagramsarehistogramsthathelpidentifyandprioritizeproblemareas,15,Figure8-1.SampleParetoDiagram,TotalofallComplaints,80%ofComplaints,MinorProblem,16,StatisticalSamplingandStandardDeviation,StatisticalsamplinginvolveschoosingpartofapopulationofinterestforinspectionThesizeofasampledependsonhowrepresentativeyouwantthesampletobeSamplesizeformula:Samplesize=.25X(certaintyFactor/acceptableerror)2,17,Table8-2.CommonlyUsedCertaintyFactors,95%certainty:Samplesize=0.25X(1.960/.05)2=38490%certainty:Samplesize=0.25X(1.645/.10)2=6880%certainty:Samplesize=0.25X(1.281/.20)2=10,Example:Want95%CertaintyaSampleofEDIInvoicesWouldContainnoVariation.,SampleSize=.25x(1.960/.05)sq=384,18,SixSigmaDefined,SixSigmais“acomprehensiveandflexiblesystemforachieving,sustainingandmaximizingbusinesssuccess.SixSigmaisuniquelydrivenbycloseunderstandingofcustomerneeds,disciplineduseoffacts,data,andstatisticalanalysis,anddiligentattentiontomanaging,improving,andreinventingbusinessprocesses.”*,*Pande,PeterS.,RobertP.Neuman,andRolandR.Cavanagh,TheSixSigmaWay.NewYork:McGraw-Hill,2000,p.xi,19,BasicInformationonSixSigma,Thetargetforperfectionistheachievementofnomorethan3.4defectspermillionopportunitiesTheprinciplescanapplytoawidevarietyofprocessesSixSigmaprojectsnormallyfollowafive-phaseimprovementprocesscalledDMAIC,20,DMAIC,Define:Definetheproblem/opportunity,process,andcustomerrequirementsMeasure:Definemeasures,collect,compile,anddisplaydataAnalyze:ScrutinizeprocessdetailstofindimprovementopportunitiesImprove:GeneratesolutionsandideasforimprovingtheproblemControl:Trackandverifythestabilityoftheimprovementsandthepredictabilityofthesolution,21,HowisSixSigmaQualityControlUnique?,Itrequiresanorganization-widecommitmentSixSigmaorganizationshavetheabilityandwillingnesstoadoptcontraryobjectives,likereducingerrorsandgettingthingsdonefasterItisanoperatingphilosophythatiscustomer-focusedandstrivestodriveoutwaste,raiselevelsofquality,andimprovefinancialperformanceatbreakthroughlevels,22,ExamplesofSixSigmaOrganizations,Motorola,Inc.pioneeredtheadoptionofSixSigmainthe1980sandsavedabout$14billionAlliedSignal/Honeywellsavedmorethan$600millionayearbyreducingthecostsofreworkingdefectsandimprovingaircraftenginedesignprocessesGeneralElectricusesSixSigmatofocusonachievingcustomersatisfaction,23,SixSigmaandProjectManagement,JosephM.Juranstatedthat“allimprovementtakesplaceprojectbyproject,andinnootherway”ItsimportanttoselectprojectscarefullyandapplyhigherqualitywhereitmakessenseSixSigmaprojectsmustfocusonaqualityproblemorgapbetweencurrentanddesiredperformanceandnothaveaclearlyunderstoodproblemorapredeterminedsolutionAfterselectingSixSigmaprojects,theprojectmanagementconcepts,tools,andtechniquesdescribedinthistextcomeintoplay,suchascreatingbusinesscases,projectcharters,schedules,budgets,etc.,24,SixSigmaandStatistics,ThetermsigmameansstandarddeviationStandarddeviationmeasureshowmuchvariationexistsinadistributionofdataStandarddeviationisakeyfactorindeterminingtheacceptablenumberofdefectiveunitsfoundinapopulationSixSigmaprojectsstrivefornomorethan3.4defectspermillionopportunities,yetthisnumberisconfusingtomanystatisticians,25,StandardDeviation,AsmallstandarddeviationmeansthatdataclustercloselyaroundthemiddleofadistributionandthereislittlevariabilityamongthedataAnormaldistributionisabell-shapedcurvethatissymmetricalaboutthemeanoraveragevalueofapopulation,26,Figure8-2.NormalDistributionandStandardDeviation,1,2,=OneStdDeviationFromtheMean,Mean=Average,27,Table8-3.SixSigmaandDefectiveUnits,28,Table8-4:SixSigmaConversionTable,TheSixSigmaconventionfordeterminingdefectsisbasedontheaboveconversiontable.Itaccountsfora1.5sigmashifttoaccountfortimeandmeasuresdefectspermillionopportunities,notdefectsperunit.,29,BottomLineonSixSigma,MaketheCustomerHappy.CustomerFocusedManagementCustomerFocusedProjectSelectionCustomerFocusedProductCustomerFocusedManufacturingCustomerFocusedQualityCustomerFocusedOpportunityWhenCustomerisHappy,WeMakeMoney.,30,QualityControlChartsandtheSevenRunRule,Acontrolchartisagraphicdisplayofdatathatillustratestheresultsofaprocessovertime.IthelpspreventdefectsandallowsyoutodeterminewhetheraprocessisincontroloroutofcontrolThesevenrunrulestatesthatifsevendatapointsinarowareallbelowthemean,above,themean,orincreasingordecreasing,thentheprocessneedstobeexaminedfornon-randomproblems.Alsomeansqualitycontrolproblemsarenotrandomdefectsduetorandomdefectscannotbecontrolled.Inshort,stuffhappens.,31,Figure8-3.SampleQualityControlChart,Producing12inchrulerswithQualityControlLimitsof12.10to11.90,7runrule,32,Testing,ManyITprofessionalsthinkoftestingasastagethatcomesneartheendofITproductdevelopmentTestingshouldbedoneduringalmosteveryphaseoftheITproductdevelopmentlifecycle,33,Figure8-4.TestingTasksintheSoftwareDevelopmentLifeCycle,34,TypesofTests,Aunittestisdonetotesteachindividualcomponent(oftenaprogram)toensureitisasdefectfreeaspossibleIntegrationtestingoccursbetweenunitandsystemtestingtotestfunctionallygroupedcomponentsSystemtestingteststheentiresystemasoneentityProcesstesting,Loadtesting,UniqueinputtestingUseracceptancetestingisanindependenttestperformedbytheenduserpriortoacceptingthedeliveredsystemParallelsystemtesting(CurrentandNewruntogethertocompare),35,Figure8-5.GanttChartforBuildingTestingintoaSystemsDevelopmentProjectPlan,36,ModernQualityManagement,ModernqualitymanagementrequirescustomersatisfactionpreferspreventiontoinspectionrecognizesmanagementresponsibilityforqualityNoteworthyqualityexpertsincludeDeming,Juran,Crosby,Ishikawa,Taguchi,andFeigenbaum,37,QualityExperts,DemingwasfamousforhisworkinrebuildingJapancarindustryandhis14points.Seepg284*JuranwrotetheQualityControlHandbookand10stepstoqualityimprovement.Re-definedqualityfocusedonthecustomersview,fitnessforusenotthemanufacturesview,conformancetorequirements.CrosbywroteQualityisFreeandsuggestedthatorganizationsstriveforzerodefectsLookedatthetotalcostofpoorquality.IshikawadevelopedtheconceptofqualitycirclesandpioneeredtheuseofFishbonediagramsTaguchidevelopedmethodsforoptimizingtheprocessofengineeringexperimentationQualityshouldbebuiltinnotinspectedin.FeigenbaumdevelopedtheconceptoftotalqualitycontrolQualityisresponsibilityofpeoplewhodothework.,38,Figure8-6.SampleFishboneorIshikawaDiagram,TraceProblemBacktotheSource,39,MalcolmBaldrigeAwardandISO9000,TheMalcolmBaldrigeQualityAwardwasstartedin1987torecognizecompanieswithworld-classqualityISO9000providesminimumrequirementsforanorganizationtomeettheirqualitycertificationstandards,40,ImprovingInformationTechnologyProjectQuality,SeveralsuggestionsforimprovingqualityforITprojectsincludeLeadershipthatpromotesqualityUnderstandingthecostofqualityFocusingonorganizationalinfluencesandworkplacefactorsthataffectqualityFollowingmaturitymodelstoimprovequality,41,Leadership,“Itismostimportantthattopmanagementbequality-minded.Intheabsenceofsinceremanifestationofinterestatthetop,littlewillhappenbelow.”(Juran,1945)Alargepercentageofqualityproblemsareassociatedwithmanagement,nottechnicalissues,42,CommontoAllApproaches,Qualityisanorganizationalchangenotajustaprocesschange.QualityisholisticnotjustadepartmentQualityisleadbyleadershipQualityisimplementedbyworkersMotivateforqualitynotjustproductionandprofitQualitycanmakeaprofit,Deming,Juran,Crosby,Ishikawa,Feigenbaum,MalcolmBaldrigeAward,ISO9000,43,TheCostofQuality,Thecostofqualityisthecostofconformanceordeliveringproductsthatmeetrequirementsandfitnessforusethecostofnonconformanceortakingresponsibilityforfailuresornotmeetingqualityexpectations,44,Table8-5.CostsPerHourofDowntimeCausedbySoftwareDefects,45,FiveCostCategoriesRelatedtoQuality,Preventioncost:thecostofplanningandexecutingaprojectsoitiserror-freeorwithinanacceptableerrorrangeCostslesstopreventduringdevelopmentthanfixlaterinthelifecycleAppraisalcost:thecostofevaluatingprocessesandtheiroutputstoensurequalityInternalfailurecost:costincurredtocorrectanidentifieddefectbeforethecustomerreceivestheproductExternalfailurecost:costthatrelatestoallerrorsnotdetectedandcorrectedaftercustomerreceivestheproduct.Measurementandtestequipmentcosts:capitalcostofequipmentusedtoperformpreventionandappraisalactivities,46,OrganizationInfluences,WorkplaceFactors,andQuality,AstudybyDeMarcoandListershowedthatorganizationalissueshadamuchgreaterinfluenceonprogrammerproductivitythanthetechnicalenvironmentorprogramminglanguagesProgrammerproductivityvariedbyafactorofonetotenacrossorganizations,butonlyby21%withinthesameorganizationThestudyfoundnocorrelationbetweenproductivityandprogramminglanguage,yearsofexperience,orsalaryAdedicatedworkspaceandaquietworkenvironmentwerekeyfactorstoimprovingprogrammerproductivity,47,MaturityModels,MaturitymodelsareframeworksforhelpingorganizationimprovetheirprocessesandsystemsSoftwareQualityFunctionDeploymentmodelfocusesondefininguserrequirementsandplanningsoftwareprojectsTheSoftwareEngineeringInstitutesCapabilityMaturityModelprovidesagenericpathtoprocessimprovementforsoftwaredevelopmentSeveralgroupsareworkingonprojectmanagementmatur