Which term is used for the degree to which a system performs its intended function functionality reliability validity maintainability?

Chapter 8: Project Quality Management

True / False

1. The quality assurance process involves taking responsibility for quality throughout the project’s life cycle.

a. True

b. Fals

e

ANSWER: True

RATIONALE: Feedback: Performing quality assurance involves periodically evaluating overall

project performance to ensure that the project will satisfy the relevant quality

standards. The quality assurance process involves taking responsibility for quality

throughout the project’s life cycle.

POINTS: 1

DIFFICULTY: Difficulty: Easy

REFERENCES

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LEARNING O

BJECTIVES:

INFO.SCHW.14.55 - LO: 8-2

NATIONAL ST

ANDARDS:

United States - BUSPROG: Technology

TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Comprehension

2. Validated changes and validated deliverables are the outputs of the quality assurance process.

a. True

b. Fals

e

ANSWER: False

RATIONALE: Feedback: Controlling quality involves monitoring specific project results to

ensure that they comply with the relevant quality standards while identifying

ways to improve overall quality. Validated changes and validated deliverables are

the outputs of the quality control process.

POINTS: 1

DIFFICULTY: Difficulty: Moderate

REFERENCES

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p.303

LEARNING O

BJECTIVES:

INFO.SCHW.14.55 - LO: 8-2

NATIONAL ST

ANDARDS:

United States - BUSPROG: Technology

TOPICS: What Is Project Quality Management?

KEYWORDS: Bloom's: Knowledge

3. The design of experiments technique cannot be applied to project management issues such as cost and schedule trade-

offs.

a. True

b. Fals

e

Cengage Learning Testing, Powered by CogneroPage 1

an inherent or distinguishing characteristic; a property; having a high degree of excellence

Features and Functionality of Quality (3)

1. Grade is not quality!
2. "Fitness for use"
3. "Conformance to requirements"

Project quality management

ensures that the project will satisfy the needs for which it was undertaken

1. Planning quality management
2. Performing quality assurance
3. Performing quality control

Planning quality management

Identifying which quality standards are relevant to the project and ho to satisfy them

a standard of measurement 

Performing Quality Assurance

Periodically evaluating overall project performance to ensure the project will satisfy the relevant quality standards 

Performing Quality Control

Monitoring specific project results to ensure that they comply with the relevant quality standards

the degree to which a system performs its intended function

the system's special characteristics that appeal to users

the screens and reports the system generates

addresses how well a product or service performs the customer's intended use 

the ability of a product or service to perform as expected under normal conditions 

addresses the ease of performing maintenance on a product 

The process required to ensure that the project will satisfy the needs for which it as undertaken. It includes all activities of the overall management functions that determine the quality policy, objectives and responsibility and implements them by means of quality planning, quality assurance, quality control, and quality improvement within the quality system.

PQM Summary-PQM Outputs (5)

1. Quality Management Plan
2. Process Improvement Plan
3. Quality Metrics
4. Quality Checklists
5. Project Documents Updates

PQM Summary-Executing (Performing Quality Assurance) Outputs (4)

1. Change Requests
2. Project Management Plan Updates
3. Project Documents Updates
4. Organizational Process Asset Updates

PQM Summary-Monitoring and Controlling- (Perform Quality Control) Outputs

1. Quality Control Measurements
2. Validated Changes
3. Validated Deliverables
4. Work Performance Information
5. Change Requests
6. Project Management Plan Updates
7. Project Documents Updates
8. Organizations Process Asset Updates

PMBOK- Project Quality Management Process (3)

1. Quality Planning
2. Quality Assurance
3. Quality Control

Determining which quality standards are important and how they will be met

Evaluating overall project performance to ensure quality standards are being met

Monitoring the activities and results or the project to ensure that the project complies with the quality standards

1. Project Products
2. Project Processes

• Business Case
• Project Plan
• The IT Solution
• Etc.

• Scope Management
• Risk Management
• Requirements Analysis
• Design
• Implementation
• Etc.

implies the ability to anticipate situations and prepare actions to bring about the desired outcome

Planning Quality- Prevent defects by: (3)

1. Selecting proper materials
2. Training and indoctrinating people in quality
3. Planning a process that ensures the appropriate outcome

__________ are ultimately responsible for quality management on their projects

Organizations and references to help project managers and their teams understand quality (2)

• International Organization for Standardization (www.iso.org)
• IEEE (www.ieee.org)

Factors of Performing Quality Assurance (3)

1. Quality Assurance
2. Bench marking
3. Quality Audit

includes all the activities related to satisfying the relevant quality standards for a project

Another goal for Quality Assurance is continuous _________ _________

generates ideas for quality improvements by comparing specific project practices or product characteristics to those of other projects or products within or outside the performing organization

a structure review of specific quality management activities that help identify lessons learned that could improve performance on current or future projects

The main outputs of quality control are: (3)

• Acceptance decisions
• Rework
• Process adjustments

There are __ Basic Tools of Quality that help in performing quality control

Early humankind Quality=_____

In the middle ages guilds regulated: (4)

• Who could sell what in a particular town
• Ensured Standardized pricing and quality
• Supported members & their families when members could no longer work
• Forms of labor

Middle Ages Regulated Forms of Labor (3)

1. Masters- owned the shop
2. Apprentices- were bound to a master & learned the trade (TA's)
3. Journeymen- completed training & waited for a job opening!

Invented the cotton gin and mass production

Eli Whitney (1765 - 1825)

• (1765 - 1825)
• received $134,000 from US Gov to deliver 10,000 rifles within 2 years
• Developed manufacturing, manned machines
• Took 10 years to deliver last rifle, but proved that the concept worked!

• Fredrick .W Taylor (1856 - 1915)
• Management would set arbitrary rules of thumb
• Believed the production process could be more efficient and employed "Scientific Management"
• Did not sit will with labor unions because many ignored the human factors & believed profits could be increased by speeding up the workers:

Walter A. Shewhart (1891 - 1967) (3)

• Worked for Western Electric Company (Bell Telephones)
• Quality improvements needed for underground equipment
• Applied statistical theory to control production processes

W. Edwards Deming (1900 -1993) (4)

• Worked with Shewhart at Western Electric Hawthorne Plant in Chicago, IL in the 1920's
• Management treated the worker as a cog in the machinery
• Final inspection used to control quality
• Invited to give series of day-long lectures in Japan in the 1950's

1. Have a purpose(improve products and services, be competitive, stay in business, and provide jobs)
2. Adopt the new philosophy of management...
3. Don;t depend on inspection at the end.
4. Don't award business based on price alone of price.
5. keep improving constantly.
6. Institute training on the job.
7. Institute leadership
8. Drive out fear
9. Break down barriers between departments
10. Eliminate slogans
11. Eliminate quotas and manager objectives by numbers
12. Take pride in your work
13. Focus on education and self-improvement
14. It takes everyone to accomplish the transformation

Joseph Juran (1904 - ) (3)

• Viewed quality as "Fitness for use"
• Invited to Japan to conduct seminars in the 1950's
• Message is that quality does not happen by accident - it must be planned

(Quality Trilogy- Juran's Quality Planning Road Map) - Quality Planning (5)

1. Identify who the customers are
2. Determine the needs of those customers
3. Translate those needs into our language
4. Develop a product that can respond to those needs
5. Optimize the product features so as to meet our needs as ell as customer needs

(Quality Trilogy- Juran's Quality Planning Road Map) - Quality Improvement (2)

1. Develop a process that is able to produce the product
2. Optimize that process

(Quality Trilogy- Juran's Quality Planning Road Map) - Quality Control (2)

1. Prove that the process can produce the product under operating conditions
2. Transfer the process to Operations

Juran's Quality Planning Road Map (Quality Trilogy) Factors (3)

1. Quality Planning
2. Quality Improvement
3. Quality Control

Kaoru Ishikawa (1915 - 1989) (3)

• Studied under Deming
• Believes quality is a continuous process that relies on all levels of the organization
• Advocated the use of easy-to-use statistical tools

Easy-to-use statistical tools (3)

• Ishikawa, or Fishbone Diagram
• Pareto Diagram
• Flow Charts

Philip Crosby (1926 - 2001) Advocated: (4)

• "Do it right the first time"
• "Zero defects"
• "Quality is free"
• "Non-conformance cost organizations money"

Cause-and-Effect Diagrams

trace complaints about quality problems back to the responsible production operations

_________ help you find the root cause of a problem

Cause-and-Effect Diagrams

___________ are also known as fishbone or Ishikawa diagrams

Cause-and-Effect Diagrams

where you repeatedly ask the question "Why" (five is a good rule of thumb) to peel away the layers of symptoms that can lead to the root cause

used for stratification, a technique that shows data from a variety of sources to see if a pattern emerges

A ___ _____ displays the history and pattern of variation of a process over time.

You can use ___ ______ to perform trends analysis and forecast future outcomes based on historical results

a graphic display of data that illustrates the results of a process over time 

The main use of control charts is to ___________________

prevent defects, rather than to detect or reject them

Quality control charts allo you to determine hether a process is __ _______ or ___ __ ______

in control / out of control

When a process is in control

any variations in the results of the process are created by random events; processes that are in control do not need to be adjusted

When a process is out of control

variations in the results of the process are caused by non-random events; you need to identify the causes on those non-random events and adjust the process to correct or eliminate them

states that if seven data points in a row are all below the mean, about the mean, or all increasing or decreasing, then the process needs to be examined for non-random problems

2 process to look for patterns in data (2)

• Quality Control Charts
• Seven Run Rule

used to collect and analyze data

__________ is sometimes called a tally sheet or checklist, depending on its format

There are more complaints on _____day and ____day than on other days of the week

________ might be useful in improving the process for handling complaints

helps to show if there is a relationship between two variables

Scatter Diagram- The (closer)(further) data points are to a diagonal line, the more closely the two variables are related.

a bar graph of a distribution of variable

Histograms- Each bar represents and attribute or characteristic of a problem or situation, and the height of the bar represents its ____________

a histogram that can help you identify and prioritize problem areas

______ ______ is also called the 80-20 rule

80 percent of problems are often due to 20 percent of the causes

graphic displays of the logic and flow of processes that help you analyze how problems occur and how processes can be improved

________ show activities, decision points, and the order of how information is processed

International Organization for Standardization (ISO) (4)

• Derived from Greek word "isos," meaning equal
• Formed in 1947
• Today has over 130 members "to facilitate the international coordination and unification of industrial standards."
• Standards make up the ISO 9000 (org) and ISO 14000 (env) families

Quality Systems ISO 9000 Principles (8)

• Customer Focus
• Leadership
• Involvement of People
• Process Approach
• System Approach to Management
• Continual Improvement
• Factual Approach to Decision Making
• Mutually Beneficial Supplier Relationships

"a comprehensive and flexible system for achieving, sustaining, and maximizing business success. Six Sigma is uniquely driven by close understanding of customer needs, disciplined use of facts, data, and statistical analysis, and diligent attention to managing, improving, and reinventing business processes."

Six Sigma target for perfection is the achievement of no more than ________

3.4 defects per million opportunities

Six Sigma projects normally follow a _____-phase improvement process called _____

a systematic, closed-loop process for continued improvement that is scientific and fact based

• Define
• Measure
• Analyze
• Improve
• Control

Define the problem/opportunity, process, and customer requirements

Define measures, then collect, compile, and display data

Scrutinized process details to find improvement opportunities 

Generate solutions and ideas for improving the problem

Track and verify the stability of the improvements and the predictability of the solution

How is Six Sigma Quality Control Unique? (4)

• It requires and organization-wide commitment
• Training follow the "Belt" system
• SS organizations have the ability and willingness to adopt contrary objectives, such as reducing errors and getting things done faster
• It is an operating philosophy that is customer focused and strives to drive out waste, raise levels of quality, and improve financial performance at breakthrough levels

_______ stated, "All improvement takes place project by project, and in no other way"

_______ said, "I could genetically engineer a Six Sigma goat, abut if a rodeo is the marketplace, people are still going got buy a Four Sigma horse."

The training for Six Sigma includes many...

...project management concepts, tools, and techniques

Six Sigma projects often use... (4)

• Business Cases
• Project Charters
• Schedules
• Budgets
• Ect.

measures how much variation exists in a distribution of data 

_______ ______ is a key factor in determining the acceptable number of defective units found in a population

Six Sigma projects strive for no more than ____ defects per million opportunities, yet this number is confusing to many statisticians 

Originator of Quality Systems 6 Sigma

Motorola in Schaumburg, IL

Quality Systems Six Sigma based on competitive pressures in __________ - "Our quality stinks:

• Master Black Belts
• Black Belts
• Green Belts
• Chapions

have the highest level of technical and organizational experience and expertise who train Six Sigma Black Belts

Come from various disciplines, have a high degree of experience and expertise and are held in high esteem

Six Sigma leaders or project managers 

An added role in many organizations. They are leaders who are committed to the success of the Six Sigma project, provide funding, and can ensure organizational barriers and obstacles are removed

The Capability Maturity Model Integration (CMMI) (4)

• Software Engineering Institute (SEI) at Carnegie-Mellon University
• Includes a set of recommended practices for a set of key process areas specific to software development
• Provide guidance as to how an organization can best control its processes for developing and maintaining software
• Provides a path for helping organizations evolve their current software processes toward software engineering and management excellence

CMMI Softare Processes (4)

• Software Process
• Software Process Capability
• Software Process Performance
• Software Process Maturity

The logical organization of people, materials, energy, equipment, and procedures into work activities to produce a specified end result

(CMMI) Software Process Capability

The expected results that can be achieved by following a particular software process that can be used to predict the outcome if a software process is followed 

(CMMI) Software Process Performance 

The actual results achieved when a particular software process is followed so that actual performance can be compared to expected results

(CMMI) Software Process Maturity

The extent to which a particular software process is explicitly and consistently defined, managed, measured, controlled, and effectively used

Immature Software Organization (6)

• Reactive in nature - Mangers continually "fight fires"
• Schedules & budgets are usually exceeded
• Functionality & quality often compromised to meet schedules
• Project success determined by ho is or is not part of the project team
• No basis for judging quality
• never seems to be enough time to address problem issues or improve the current processes

Mature Software Organization (5)

• Proactive and able to follow a set of disciplined processes throughout the software project
• Software processes and the roles of individuals are defined explicitly and communicated throughout the organization
• Quality of each software process is monitored so that the products and processes are predictable across different projects
• Budgets and schedules are based on past projects so they are more realistic and the project goals and objectives are more likely to be achieved.

• lay successive foundations for continuous improvement
• Can measure the maturity of an organizations's software process
• Can evaluate its software process capability
• Help prioritize improvement efforts

(Software Process Maturity) Level 1

Initial- Processes are disciplined- Characterized by an immature software organization in which the software process is ad hoc and often reactive to crises. Does not have a stable environment for software projects, and success fo a project rests largely with the people on the project and not the processes that follo

(Software Process Maturity) Level 2

Repeatable- Processes are standard and consistent- Basic policies, processes, and controls for managing a software project are in place. Previous project successes can be repeated by other project teams on other projects.
– Key Process Area • Software Configuration Management • Software Quality Assurance • Software Subcontract Management • Software Project Tracking and Oversight • Software Project Planning • Requirements Management

(Software Process Maturity) Level 3

Defined- Processes are predictable- –Software engineering and management processes are documented and standardized throughout the organization and become the organizations standard process.
– Key Process Area • Peer Reviews • Intergroup Coordination • Software Product Engineering • Integrated Software Management • Training Programs • Organization Process Definition

(Software Process Maturity) Level 4

Managed- Processes are continuously improving- –Quantitative metrics for measuring and assessing productivity and quality are established for both software products and processes which are characterized as being quantifiable and predictable.
– Key Process Areas • Software Quality Management • Quantitative Process Management

(Software Process Maturity) Level 4

– Optimizing at the highest level of software process maturity- the whole organization is focused on continuous process improvement.
– Key Process Areas • Process Change Management • Technology Change Management • Defect Prevention

Levels of Software Process Maturity (5)

1. Initial
2. Repeatable
3. Defined
4. Managed
5. Optimizing

The IT Project Quality Plan Components (6)

• Quality Philosophies and Principles
• Quality Standards and metrics
• Validations and verification
• Configuration Management
• Monitor and Control
• Learn, Improve, and Mature

(The IT Project Quality Plan)- Quality Philosophies and Principles (5)

• Focus on customer satisfaction
• Prevention not inspection
• Improve the process to improve the product
• Quality is everyone's responsibility
• Fact-based management

• Reliability
• Usabilility
• Performance
• Response
• Conformance
• Aesthetics
• Maintainability
• Other

• Product
• Process
• Project

• Control the defects introduced by the processes required to create the project delieverables
• Can be used to improve software development or maintenance
• Should focus on the effectiveness of identifying and removing defects or bugs

• Focuses on the intrinsic quality of the deliverables and satisfaction of the customer, client, or sponsor with these deliverables
• Attempt to describe the characteristics of the project's deliverables and final product

Focus on the control of the project management processes to ensure that the project meets its overall goal as ell as its scope, schedule, and budget objectives

(The IT PQP)- Verification (2)

• Focuses on process-related qctivities to ensure that the products & delieverables meet specified requirements before final testing
  
• Are we building the product the right way?

(The IT PQP)- Verification Reviews (3)

• Technical Reviews
• Business Reviews
• Management Reviews

(The IT PQP Verification)- Technical Reviews

– Ensure that the IT solution will conform to the specified requirements –Walk-through’s are review process where a programmer or developer “walks” or leads a group of other programmers or developers through a program or technical design 

(The IT PQP Verification)- Business Reviews

– Are designed to ensure that the IT solution provides the required functionality defined in the project scope and detailed requirements definition to ensure that a particular project deliverable • Is complete • Provides information necessary for the next phase or process • Meets predefined standards • Conforms to the project (and software development) methodology

(The IT PQP Verification)- Management Reviews (3)

-Compares the project’s actual progress against the baseline project plan =Useful for resolving issues or making critical decisions –Usually focuses on the project’s scope, schedule, budget, and quality objectives

(The IT PQP)- Validation (2)

– Product-oriented activities that attempt to determine if the system or project deliverables meet the customer or client’s expectations – Testing • Does the system function as intended and have all the capabilities & features defined in the project’s scope and requirements definition?

Software Testing Approaches (4)

• Unit Testing
• Integration Testing
• System Testing
• Acceptance Testing

Focuses on the module, program, or object level to determine whether specific functions work properly.

• Black Box Testing – Tests the program against specified requirements or functionality. • White Box Testing – Examines paths of logic or the structure inside a program. Gray Box Testing – Focuses on the internal structure of the program.

(STA)- Integrated Testing

Tests whether a set of logically related units (e.g., functions, modules, programs, etc.) work together properly after unit testing is complete.

Tests the system as a whole in an operating environment to verify functionality and fitness for use.  May include tests to verify usability, performance, stress, compatibility, and documentation.

(STA)- Acceptance Testing

Certifies that the system satisfies the end user or customer’s scope and detailed requirements after systems testing is complete.  It is the user’s or client’s responsibility to assure that all features and functionality are included so that the project’s MOV will be achieved.

(The IT PQP)- Change Control and Configuration Management (CCCM)

Change is inevitable throughout the project life cycle

1. What changes were made?
2. Who made changes?
3. When were the changes made?
4. Why were the changes made?

Change Control and Configuration Management Components (4)

• Component Identification
• Naming conventions
• Version Control
• Evolutionary changes
• Configuration Building
• Builds & Releases
• Change Control
• Proposed changes are elevated, approved or rejected, scheduled, and tracked
• Reported & auditing

PMI released the Orgnizational Project Management Model (OPM3) in December ____

PMI Maturity Model is based on...

... market research surveys sent to more •than 30,000 project management professionals and incorporates 180 best practices and more than 2,400 capabilities, outcomes, and key performance indicators

Address standard for excellence in project, program, and portfolio management best practices and explains the capabilities necessary to achieve those best practices

Organizational Project Management (OPM3) examples: (4)

• Best Practice
• Capability
• Outcome
• Key Performance Indicator (KPI)

Establish internal project management communities 

Facilitate project management activities 

Which term is used for the degree to which a system performs its intended function a reliability b validity C maintainability D functionality?

Is the degree to which a system performs its intended functions?

Which term is used for a standard of measurement in quality management?

Which term is used when the project's processes and products meet written specifications?