Chapter 8 Project Quality Managementppt课件

1 ITProjectManagement ThirdEditionChapter8 Chapter8 ProjectQualityManagement 2 ITProjectManagement ThirdEditionChapter8 LearningObjectives UnderstandtheimportanceofprojectqualitymanagementforinformationtechnologyproductsandservicesDefineprojectqualitymanagementandunderstandhowqualityrelatestovariousaspectsofinformationtechnologyprojectsDescribequalityplanninganditsrelationshiptoprojectscopemanagementDiscusstheimportanceofqualityassuranceListthethreeoutputsofthequalitycontrolprocessUnderstandthetoolsandtechniquesforqualitycontrol suchasParetoanalysis statisticalsampling SixSigma qualitycontrolcharts andtesting 3 ITProjectManagement ThirdEditionChapter8 LearningObjectives DescribeimportantconceptsrelatedtoSixSigmaandhowithelpsorganizationsimprovequalityandreducecostsSummarizethecontributionsofnoteworthyqualityexpertstomodernqualitymanagementUnderstandhowtheMalcolmBaldrigeAwardandISO9000standardpromotequalityinprojectmanagementDescribehowleadership cost organizationalinfluences andmaturitymodelsrelatetoimprovingqualityininformationtechnologyprojectsDiscusshowsoftwarecanassistinprojectqualitymanagement 4 ITProjectManagement ThirdEditionChapter8 QualityofInformationTechnologyProjects ManypeoplejokeaboutthepoorqualityofITproductsIfGMCarsWereLikeMicrosoftOSComputers p 262 ForNoReasonYourCarWouldCrashTwiceaDay TheAirbagWouldSay AreYouSure BeforeGoingOff YourCarWon tLetYouInBecauseYourKeyExpired Thisismyown PeopleseemtoacceptsystemsbeingdownoccasionallyorneedingtoreboottheirPCsTherearemanyexamplesinthenewsaboutqualityproblemsrelatedtoIT SeeWhatWentWrong ButqualityisveryimportantinmanyITprojects 5 ITProjectManagement ThirdEditionChapter8 WhatisQuality CarQualityRide Reliability FitandFinish AudioSystem FoodQualityTaste Smell Color Texture Freshness ShoeQualityFit Stitching Comfort Wear BabyFurnitureQualitySafety GooProof Durability EasytoAssemble 6 ITProjectManagement ThirdEditionChapter8 WhatIsQuality TheInternationalOrganizationforStandardization ISO definesqualityasthetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneedsOtherexpertsdefinequalitybasedonConformancetorequirements meetingwrittenspecifications Fitnessforuse ensuringaproductcanbeusedasitwasintended 7 ITProjectManagement ThirdEditionChapter8 PurposeofProjectQualityManagement ToEnsurethattheProjectWillSatisfytheNeedsforWhichitwasUndertaken ScopeCostPerformanceMeetorExceedCustomerSatisfactionTheCustomerUltimatelyDecidesifQualityisAcceptable Period 8 ITProjectManagement ThirdEditionChapter8 ProjectQualityManagementProcesses Qualityplanning identifyingwhichqualitystandardsarerelevanttotheprojectandhowtosatisfythemQualityassurance evaluatingoverallprojectperformancetoensuretheprojectwillsatisfytherelevantqualitystandardsQualitycontrol monitoringspecificprojectresultstoensurethattheycomplywiththerelevantqualitystandardswhileidentifyingwaystoimproveoverallquality 9 ITProjectManagement ThirdEditionChapter8 ISTechnologyQuality FunctionalityandFeaturesFunctionisDoestheSystemPerformaAsIntendedFeatureisHowitDoestheFunctionGraphicInterface On LineHelp ectSystemOutputsScreensandReportsPerformanceSystemFunctionsasCustomerIntendstoUseit ReliabilityandMaintainabilityMeanTimeBetweenEssentialFunctionFailure MTBESF 10 ITProjectManagement ThirdEditionChapter8 QualityPlanning Itisimportanttodesigninqualityandcommunicateimportantfactorsthatdirectlycontributetomeetingthecustomer srequirementsDesignofexperimentshelpsidentifywhichvariableshavethemostinfluenceontheoveralloutcomeofaprocessManyscopeaspectsofITprojectsaffectqualitylikefunctionality features systemoutputs performance reliability andmaintainability 11 ITProjectManagement ThirdEditionChapter8 QualityAssurance QualityassuranceincludesalltheactivitiesrelatedtosatisfyingtherelevantqualitystandardsforaprojectAnothergoalofqualityassuranceiscontinuousqualityimprovementBenchmarkingcanbeusedtogenerateideasforqualityimprovementsQualityauditshelpidentifylessonslearnedthatcanimproveperformanceoncurrentorfutureprojects 12 ITProjectManagement ThirdEditionChapter8 QualityAssurancePlan 13 ITProjectManagement ThirdEditionChapter8 QualityAssurancePlan 14 ITProjectManagement ThirdEditionChapter8 QualityControl ThemainoutputsofqualitycontrolareacceptancedecisionsreworkprocessadjustmentsSometoolsandtechniquesincludeParetoanalysisstatisticalsamplingSixSigmaqualitycontrolcharts 15 ITProjectManagement ThirdEditionChapter8 ParetoAnalysis ParetoanalysisinvolvesidentifyingthevitalfewcontributorsthataccountforthemostqualityproblemsinasystemAlsocalledthe80 20rule meaningthat80 ofproblemsareoftendueto20 ofthecausesParetodiagramsarehistogramsthathelpidentifyandprioritizeproblemareas 16 ITProjectManagement ThirdEditionChapter8 Figure8 1 SampleParetoDiagram TotalofallComplaints 80 ofComplaints MinorProblem 17 ITProjectManagement ThirdEditionChapter8 StatisticalSamplingandStandardDeviation StatisticalsamplinginvolveschoosingpartofapopulationofinterestforinspectionThesizeofasampledependsonhowrepresentativeyouwantthesampletobeSamplesizeformula Samplesize 25X certaintyFactor acceptableerror 2 18 ITProjectManagement ThirdEditionChapter8 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 19 ITProjectManagement ThirdEditionChapter8 SixSigmaDefined SixSigmais acomprehensiveandflexiblesystemforachieving sustainingandmaximizingbusinesssuccess SixSigmaisuniquelydrivenbycloseunderstandingofcustomerneeds disciplineduseoffacts data andstatisticalanalysis anddiligentattentiontomanaging improving andreinventingbusinessprocesses Pande PeterS RobertP Neuman andRolandR Cavanagh TheSixSigmaWay NewYork McGraw Hill 2000 p xi 20 ITProjectManagement ThirdEditionChapter8 BasicInformationonSixSigma Thetargetforperfectionistheachievementofnomorethan3 4defectspermillionopportunitiesTheprinciplescanapplytoawidevarietyofprocessesSixSigmaprojectsnormallyfollowafive phaseimprovementprocesscalledDMAIC 21 ITProjectManagement ThirdEditionChapter8 DMAIC Define Definetheproblem opportunity process andcustomerrequirementsMeasure Definemeasures collect compile anddisplaydataAnalyze ScrutinizeprocessdetailstofindimprovementopportunitiesImprove GeneratesolutionsandideasforimprovingtheproblemControl Trackandverifythestabilityoftheimprovementsandthepredictabilityofthesolution 22 ITProjectManagement ThirdEditionChapter8 HowisSixSigmaQualityControlUnique Itrequiresanorganization widecommitmentSixSigmaorganizationshavetheabilityandwillingnesstoadoptcontraryobjectives likereducingerrorsandgettingthingsdonefasterItisanoperatingphilosophythatiscustomer focusedandstrivestodriveoutwaste raiselevelsofquality andimprovefinancialperformanceatbreakthroughlevels 23 ITProjectManagement ThirdEditionChapter8 ExamplesofSixSigmaOrganizations Motorola Inc pioneeredtheadoptionofSixSigmainthe1980sandsavedabout 14billionAlliedSignal Honeywellsavedmorethan 600millionayearbyreducingthecostsofreworkingdefectsandimprovingaircraftenginedesignprocessesGeneralElectricusesSixSigmatofocusonachievingcustomersatisfaction 24 ITProjectManagement ThirdEditionChapter8 SixSigmaandProjectManagement JosephM Juranstatedthat allimprovementtakesplaceprojectbyproject andinnootherway It simportanttoselectprojectscarefullyandapplyhigherqualitywhereitmakessenseSixSigmaprojectsmustfocusonaqualityproblemorgapbetweencurrentanddesiredperformanceandnothaveaclearlyunderstoodproblemorapredeterminedsolutionAfterselectingSixSigmaprojects theprojectmanagementconcepts tools andtechniquesdescribedinthistextcomeintoplay suchascreatingbusinesscases projectcharters schedules budgets etc 25 ITProjectManagement ThirdEditionChapter8 SixSigmaandStatistics ThetermsigmameansstandarddeviationStandarddeviationmeasureshowmuchvariationexistsinadistributionofdataStandarddeviationisakeyfactorindeterminingtheacceptablenumberofdefectiveunitsfoundinapopulationSixSigmaprojectsstrivefornomorethan3 4defectspermillionopportunities yetthisnumberisconfusingtomanystatisticians 26 ITProjectManagement ThirdEditionChapter8 StandardDeviation AsmallstandarddeviationmeansthatdataclustercloselyaroundthemiddleofadistributionandthereislittlevariabilityamongthedataAnormaldistributionisabell shapedcurvethatissymmetricalaboutthemeanoraveragevalueofapopulation 27 ITProjectManagement ThirdEditionChapter8 Figure8 2 NormalDistributionandStandardDeviation 1 2 OneStdDeviationFromtheMean Mean Average 28 ITProjectManagement ThirdEditionChapter8 Table8 3 SixSigmaandDefectiveUnits 29 ITProjectManagement ThirdEditionChapter8 Table8 4 SixSigmaConversionTable TheSixSigmaconventionfordeterminingdefectsisbasedontheaboveconversiontable Itaccountsfora1 5sigmashifttoaccountfortimeandmeasuresdefectspermillionopportunities notdefectsperunit 30 ITProjectManagement ThirdEditionChapter8 BottomLineonSixSigma MaketheCustomerHappy CustomerFocusedManagementCustomerFocusedProjectSelectionCustomerFocusedProductCustomerFocusedManufacturingCustomerFocusedQualityCustomerFocusedOpportunityWhenCustomerisHappy WeMakeMoney 31 ITProjectManagement ThirdEditionChapter8 QualityControlChartsandtheSevenRunRule Acontrolchartisagraphicdisplayofdatathatillustratestheresultsofaprocessovertime IthelpspreventdefectsandallowsyoutodeterminewhetheraprocessisincontroloroutofcontrolThesevenrunrulestatesthatifsevendatapointsinarowareallbelowthemean above themean orincreasingordecreasing thentheprocessneedstobeexaminedfornon randomproblems Alsomeansqualitycontrolproblemsarenotrandomdefectsduetorandomdefectscannotbecontrolled Inshort stuffhappens 32 ITProjectManagement ThirdEditionChapter8 Figure8 3 SampleQualityControlChart Producing12inchrulerswithQualityControlLimitsof12 10to11 90 7runrule 33 ITProjectManagement ThirdEditionChapter8 Testing ManyITprofessionalsthinkoftestingasastagethatcomesneartheendofITproductdevelopmentTestingshouldbedoneduringalmosteveryphaseoftheITproductdevelopmentlifecycle 34 ITProjectManagement ThirdEditionChapter8 Figure8 4 TestingTasksintheSoftwareDevelopmentLifeCycle 35 ITProjectManagement ThirdEditionChapter8 TypesofTests Aunittestisdonetotesteachindividualcomponent oftenaprogram toensureitisasdefectfreeaspossibleIntegrationtestingoccursbetweenunitandsystemtestingtotestfunctionallygroupedcomponentsSystemtestingteststheentiresystemasoneentityProcesstesting Loadtesting UniqueinputtestingUseracceptancetestingisanindependenttestperformedbytheenduserpriortoacceptingthedeliveredsystemParallelsystemtesting CurrentandNewruntogethertocompare 36 ITProjectManagement ThirdEditionChapter8 Figure8 5 GanttChartforBuildingTestingintoaSystemsDevelopmentProjectPlan 37 ITProjectManagement ThirdEditionChapter8 ModernQualityManagement ModernqualitymanagementrequirescustomersatisfactionpreferspreventiontoinspectionrecognizesmanagementresponsibilityforqualityNoteworthyqualityexpertsincludeDeming Juran Crosby Ishikawa Taguchi andFeigenbaum 38 ITProjectManagement ThirdEditionChapter8 QualityExperts DemingwasfamousforhisworkinrebuildingJapancarindustryandhis14points Seepg284 JuranwrotetheQualityControlHandbookand10stepstoqualityimprovement Re definedqualityfocusedonthecustomer sview fitnessforusenotthemanufacture sview conformancetorequirements CrosbywroteQualityisFreeandsuggestedthatorganizationsstriveforzerodefectsLookedatthetotalcostofpoorquality IshikawadevelopedtheconceptofqualitycirclesandpioneeredtheuseofFishbonediagramsTaguchidevelopedmethodsforoptimizingtheprocessofengineeringexperimentationQualityshouldbebuiltinnotinspectedin FeigenbaumdevelopedtheconceptoftotalqualitycontrolQualityisresponsibilityofpeoplewhodothework 39 ITProjectManagement ThirdEditionChapter8 Figure8 6 SampleFishboneorIshikawaDiagram TraceProblemBacktotheSource 40 ITProjectManagement ThirdEditionChapter8 MalcolmBaldrigeAwardandISO9000 TheMalcolmBaldrigeQualityAwardwasstartedin1987torecognizecompanieswithworld classqualityISO9000providesminimumrequirementsforanorganizationtomeettheirqualitycertificationstandards 41 ITProjectManagement ThirdEditionChapter8 ImprovingInformationTechnologyProjectQuality SeveralsuggestionsforimprovingqualityforITprojectsincludeLeadershipthatpromotesqualityUnderstandingthecostofqualityFocusingonorganizationalinfluencesandworkplacefactorsthataffectqualityFollowingmaturitymodelstoimprovequality 42 ITProjectManagement ThirdEditionChapter8 Leadership Itismostimportantthattopmanagementbequality minded Intheabsenceofsinceremanifestationofinterestatthetop littlewillhappenbelow Juran 1945 Alargepercentageofqualityproblemsareassociatedwithmanagement nottechnicalissues 43 ITProjectManagement ThirdEditionChapter8 CommontoAllApproaches Qualityisanorganizationalchangenotajustaprocesschange QualityisholisticnotjustadepartmentQualityisleadbyleadershipQualityisimplementedbyworkersMotivateforqualitynotjustproductionandprofitQualitycanmakeaprofit Deming Juran Crosby Ishikawa Feigenbaum MalcolmBaldrigeAward ISO9000 44 ITProjectManagement ThirdEditionChapter8 TheCostofQuality Thecostofqualityisthecostofconformanceordeliveringproductsthatmeetrequirementsandfitnessforusethecostofnonconformanceortakingresponsibilityforfailuresornotmeetingqualityexpectations 45 ITProjectManagement ThirdEditionChapter8 Table8 5 CostsPerHourofDowntimeCausedbySoftwareDefects 46 ITProjectManagement ThirdEditionChapter8 FiveCostCategoriesRelatedtoQuality Preventioncost thecostofplanningandexecutingaprojectsoitiserror freeorwithinanacceptableerrorrangeCostslesstopreventduringdevelopmentthanfixlaterinthelifecycleAppraisalcost thecostofevaluatingprocessesandtheiroutputstoensurequalityInternalfailurecost costincurredtocorrectanidentifieddefectbeforethecustomerreceivestheproductExternalfailurecost costthatrelatestoallerrorsnotdetectedandcorrectedaftercustomerreceivestheproduct Measurementandtestequipmentcosts capitalcostofequipmentusedtoperformpreventionandappraisalactivities 47 ITProjectManagement ThirdEditionChapter8 OrganizationInfluences WorkplaceFactors andQuality AstudybyDeMarcoandListershowedthatorganizationalissueshadamuchgreaterinfluenceonprogrammerproductivitythanthetechnicalenvironmentorprogramminglanguagesProgrammerproductivityvariedbyafactorofonetotenacrossorganizations butonlyby21 withinthesameorganizationThestudyfoundnocorrelationbetweenproductivityandprogramminglanguage yearsofexperience orsalaryAdedicatedworkspaceandaquietworkenvironmentwerekeyfactorstoimprovingprogrammerproductivity 48 ITProjectManagement ThirdEditionChapter8 MaturityModels MaturitymodelsareframeworksforhelpingorganizationimprovetheirprocessesandsystemsSoftwareQualityFunctionDeploymentmodelfocusesondefininguserrequirementsandplanningsoftwareprojectsTheSoftwareEngineeringInstitute sCapabil