Chapter8ProjectQualityManagement
project quality management(项目品质管理)
Project Quality ManagementThe project Quality Management knowledge area assures that the project meets the requirements that the project was undertaken to produce. These processes measure overall performance, and monitor projects results and compare them to the quality standards set out in the project planning process to assure that the customer will receive the product or service they thought they purchased. Project Quality Management is composed of the following three processes: Quality Planning, Quality Assurance, and Quality Control. The PMBOK defines quality as the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs. Stated and implied needs are the inputs to developing project requirements. A critical aspect of quality management in the project context is turning implied needs into requirements through Project Scope Management. It is important to recognize the difference between quality and grade. Grade is defined by the PMBOK as a category or rank given to entities having the same functional use but different technical characteristics. Low quality is always a problem, but low grade may not be. The project manager and team must determine and deliver the required levels of quality and grade. One important area that the PMBOK emphasizes is the growing attention to customer requirements as the basis for managing quality. Much of this discussion is similar to what is covered in contemporary course offerings. Another concept that may appear on the test, which is not specifically mentioned in the PMBOK, is "gold-plating." Simply defined, gold-plating is giving the customer more than what was required. Exceeding the specified requirements is a waste of time and money, with no value added to the project. The customer should expect and receive exactly what was specified. This is the underlying philosophy of project quality management espoused by PMI; it is the process required to ensure that the project will satisfy the needs for which it was undertaken. Quality Management The PMBOK definition is similar to Crosby's definition in Quality is Free. According to the PMBOK, quality management includes all activities of the overall management function that determine the quality policy, objectives, and responsibilities, and implements them by means such as quality planning, quality assurance, quality control, and quality improvement within the quality system. Quality management involves carrying out a project through itsPMPTOOLS e-book – All rights reserved 2002PMP EXAMCRAMphases (for example, concept, development, implementation, and finish) with zero deviations from the project specifications. Policies, plans, procedures, specifications, and requirements are attained through the sub functions of quality assurance and quality control.Quality PlanningThe PMBOKdefines quality planning as "identifying which quality standards are relevant to the project and determining how to satisfy them". Also remember a fundamental tenet of modern thinking about project quality management-quality should be planned in, not inspected in! Therefore, although inspection is certainly part of project quality management, increased inspection is not generally considered the best path to improved quality. So hiring more inspectors would not be the correct answer to the question, "What is the best way to improve quality?"Quality PolicyPMI stresses the importance of having a quality policy for the project. Quality policy is defined as the overall intentions and direction of an organization with regard to quality as formally expressed by top management. If the performing organization lacks a formal quality policy or if the project has multiple organizations involved, the project team must develop a quality policy for the project.Quality Planning Tools and TechniquesPMI discusses five quality planning tools and techniques. Benefit/cost analysis: Benefit/cost analysis must be considered in the quality planning process. The primary benefit of meeting quality requirements is less rework; the primary cost is the expense associated with project quality management activities. Benchmarking. Benchmarking involves comparing actual or planned project activities to those of other projects to generate ideas for improvement and to provide a standard by which to measure performance. Some people have described this process as a search for "best practices." Flowcharting: Flowcharts are diagrams that show how various elements of a system relate. (See the description of the types of flowcharts in the quality control tools section). Here, PMI also includese-book – All rights reserved 2002-2-PMP EXAMCRAMoCause-and-effect diagrams (also called Ishikawa diagrams or fishbone diagrams), which illustrate how various causes and subcauses relate to create potential problems or effects(Cause and Effect Diagram) System or process flowcharts, which show the interrelated elements Design of experiments: This is an analytical technique that helps identify which variables have the most influence on the overall outcome. For example, designers might want to determine which combination of suspension and tires will produce the most desirable ride characteristics at a reasonable cost. Or, project planners could design experiments to determine the optimal combination of senior and junior level staff given cost and time constraints. Cost of quality: One major area of emphasis is the concept of cost of quality, which refers to the total cost of all efforts to achieve product/service quality. It is defined as the cost of conformance-the cost of proactive quality processes-and the cost of nonconformance the cost of a quality failure. In either form, cost of quality is a results oriented approach to measuring and assessing the effectiveness and/or benefit of an organization's project quality management process. It is a useful means of bringing management's attention to the need for quality, but it provides little meaningful capability to manage quality proactively. oTypes of CostsThere are three types of costs incurred. Be able to recognize examples of each: prevention costs and appraisal costs, which are the cost of conformance, and failure costs, which are the cost of nonconformance.e-book – All rights reserved 2002-3-PMP EXAMCRAMCost of Conformance Prevention costs: Up-front costs oriented toward the satisfaction of customer requirements: o Design reviews o Training and indoctrination o Planning o Vendor, supplier, and subcontractor surveys o Process studies Appraisal costs: Costs associated with the evaluation of the product or the process to see whether customer requirements were met: o Product inspections o Lab tests o Vendor controls o In-process testing o Internal/external design reviewsCost of Nonconformance (Failure Costs) Internal failure costs: Costs associated with the failure of the processes to make the products acceptable to the customer before the products leave the control of the organization: o Scrap o Rework o Repair o Downtime o Defect evaluation o Corrective actions External failure costs: Costs associated with the determination by the customer that requirements have not been satisfied: o Customer returns o Customer complaints o Customer inspections o Customer visits to resolve quality complaints o Corrective actionsKey Quality Planning Outputs The quality management plan describes the quality management system: the organizational structure, responsibilities, procedures, processes, and resources needed to implement quality management. Operational definitions describe what something is and how the quality control process measures it. They may also be called metrics.e-book – All rights reserved 2002-4-PMP EXAMCRAMChecklists are outputs of quality planning that are used to verify that a set of required steps has been performed. Completed checklists (an output of quality control) should be part of the project's records.Quality AssuranceQuality assurance is a managerial function that addresses all the planned and systematic activities implemented within the quality system to provide confidence that the project will satisfy the relevant quality standards. As defined by the PMBOK, quality assurance is fundamentally a reactive process. The following issues and concepts fall under quality assurance: Formative Quality Evaluation (Quality Audit): This is a process of reviewing specific data at key points of the project's life cycle. The quality audit is a quality assurance tool and technique that serves as a structured review of quality management activities. Its objective is to identify lessons learned that can be used to improve performance on this project or on other projects in the organization. Quality Improvement: Quality improvement is the output of quality assurance and includes taking actions to increase the effectiveness and efficiency of the project to provide added benefit to the project stakeholders. This may require the use of change requests or corrective action. Ownership of Quality Responsibility: The individual employee performing the task has ultimate responsibility. Self-Inspection: The individual performing a given task also performs measurements to ensure that conformance is continually achieved. Quality ControlQuality control is a technical function that involves establishing the technical baseline for the project and then collecting specific data by which to measure conformance to that baseline. Specifically, the PMBOK defines quality control as "monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance". Included below are some important terms and concepts associated with quality control. Variable: A quality characteristic that is measurable in increments. Examples are diameter measured in inches, cooking time measured in minutes, and weight measured in pounds. Attribute: A quality characteristic that is classified as either conforming or nonconforming to specifications or requirements. It results in a go or no-go decision. Probability. An important concept in quality control is that of probability. In its simplest form, probability refers to the chance that something will happen.e-book – All rights reserved 2002-5-PMP EXAMCRAMFor attributes, this is easily segregated into a "yes-no" outcome. As an example, in flipping a coin there is a 50 percent probability of getting "heads" on any single flip. For variables, probability is a more complicated concept. We measure the occurrences of an event or characteristic, and distribute them over the entire range of the characteristic. Such a distribution is formally called a probability distribution. The most common probability distribution has a bell shape and is symmetric about its mean; it is known as a normal distribution or a bell curve. A population is the entire group of items or occurrences that we might wish to measure. Because populations can be very large, however, we often sample the population, using a smaller group to get a picture of the larger group. Standard Deviation: In measuring samples and comparing them to their overall population, one important concept is that of standard deviation. Simply defined, the standard deviation is the amount on either side of the mean of a normal distribution that will contain approximately 68.3 percent of the total population. The amount within two standard deviations will include 95.5 percent, and within three standard deviations will include 99.7 percent of the population. We use the character sigma, a, to denote the standard deviation of an entire population. Calculating standard deviation is complex. Most automated quality control packages include the provision to calculate standard deviation and other statistically important values. In fact, most pocket calculators available today can also provide this value for a series of discrete observations of a variable characteristic. Process Control: Building on the statistical concepts we have just discussed, the PMBOK emphasizes process control as an important means of managing quality. Key to this concept is the idea of statistical process control (SPC) and its main tool, control charts, commonly called SPC charts. A SPC chart will show you the current capability of the process-what is called voice of the process in some courses and recent publications. The important point to remember about SPC charts is that there are many different types you may use, depending on the characteristic you are measuring and its variability. Sampling: Sampling is a useful means of assessing the value of a characteristic when examining an entire population is not feasible. There are two main types of sampling.e-book – All rights reserved 2002-6-PMP EXAMCRAMooAttribute sampling is the examination of one or more attributes in a lot. A limit of acceptability is established for the entire lot. For example, we may consider a "lot" of 10,000 parts. A random sample of 150 is selected for examination. For that sample, the acceptance number is 3, meaning that if more than 3 parts are found to be defective; the entire lot of 10,000 will be rejected. You can conduct single-attribute sampling, double-attribute sampling, multipleattribute sampling, or sequential attribute sampling (singleattribute sampling performed sequentially on the same lot for different attributes). Variable sampling provides a more dynamic approach to sampling. This is the basis for creating control charts, where a process variable is measured and charted to determine process capability. Variable sampling may also be used to estimate the fraction of a lot that is nonconforming, and thus to make decisions about further inspection or use of the lot.Quality Control ToolsThere are seven main quality control tools (often called the basic seven tools). Flowcharts and Diagrams (Tools 1 and 2) Flowcharts permit you to examine and understand relationships in a process or project. They show how various elements of a system interrelate. They provide a step-by-step schematic or picture that serves to create a common language, ensure common understanding about sequence, and focus collective attention on shared concerns. Flowcharts are used in all three of the quality management processes. Several different types of flowcharts are particularly useful in the continuous improvement process. Three frequently used charts are the top-down flowchart, the detailed flowchart, and the work-flow diagram. The top-down flowchart presents only the major or most fundamental steps in a process or project. It helps you or your team to easily visualize the process in a single, simple flow diagram. Key value-added actions associated with each major activity are listed below their respective flow diagram steps. You can construct a top-down flowchart fairly quickly and easily. You generally do so before attempting to produce detailed flowcharts for a process. By limiting the top-down flowchart to significant value-added activity, you reduce the likelihood of becoming bogged down in the detail.e-book – All rights reserved 2002-7-PMP EXAMCRAM(Top-Down Flowchart) The detailed flowchart provides very specific information about process flow. At its most detailed level, every decision point, feedback loop, and process step is represented. Detailed flowcharts should be used only when the level of detail provided by the top-down or other simpler flowcharts is insufficient to support understanding, analysis, and improvement activity. The detailed flowchart may also be useful and appropriate for critical processes where precisely following a specific procedure is essential.(Detailed Flowchart) The work-flow diagram is a graphic representation of how work actually flows through a physical space or facility. It is very useful for analyzing flow processes, illustrating flow inefficiency, and planning process flow improvement.e-book – All rights reserved 2002-8-PMP EXAMCRAM(Work Flow Diagram) Scatter diagrams organize data using an independent variable and a dependent variable. Scatter diagrams are used to determine the relationship between two or more pieces of corresponding data. Data are plotted on an XY chart to determine correlation. Scatter diagrams are used to show the effect or no effect on one variable when the other variable is changed.e-book – All rights reserved 2002-9-PMP EXAMCRAMPareto Charts (Tool 3) In the late 1800s, Vilfredo Pareto, an Italian economist, found that typically 80 percent of the wealth in a region was concentrated in less than 20 percent of the population. Later, Dr. Joseph Juran formulated what he called the Pareto Principle of problems: only a "vital few" elements (20 percent) account for the majority (80 percent) of the problems. For example, in a manufacturing facility, 20 percent of the equipment problems account for 80 percent of the downtime. Because the Pareto principle has proven to be valid in numerous situations, it is useful to examine data carefully to identify the vital few items that most deserve attention.A Pareto Chart is a bar chart in which the data are arranged in descending order of their importance, generally by magnitude of frequency, cost, time, or a similar parameter. The chart presents the information being examined in its order of priority and focuses attention on the most critical issues. The chart aids the decision-making process because it puts issues into an easily understood framework in which relationships and relative contributions are clearly evident. The cause-and-effect diagram is a graphic representation of the relationships among a list of items or factors. It is a useful tool in brainstorming, examining processes, and planning activities. The process of constructing a cause-andeffect diagram helps stimulate thinking about an issue, helps organize thoughts into a rational whole, and generates discussion and the airing of viewpoints. The diagram documents the level of understanding about an issue and provides a framework from which to begin expanding that understanding. Cause-and-effect diagrams can be used to explore a wide variety of topics including the relationships between an existing problem and the factors that might bear on it; a desired future outcome and the factors that relate to it; or any event past, present, or future, and its causal factors.e-book – All rights reserved 2002- 10 -NOTE. The cause-and-effect diagram was developed by Kaoru Ishikawa. It may also be referred to on the exam as the Ishikawa diagram and/or "fishbone" diagram because of its shape.(Cause and effect Diagram)Graphs (Tool 5)Many different types of graphs are available and useful to the improvement process. Some of the most common include a simple line graph (time plots or trend chart), pie chart, and bar chart, or histogram. Graphs are useful for presenting data in a simple pictorial form that is quickly and easily understood. Graphs serve as powerful communication tools and should be employed liberally in the workplace to describe performance, support analyses, and document the improvement process.Control Charts (Tool 6)A control chart is a graph that displays data taken over time and computed variations of those data. Control charts are used to show the variation on a variety of variables including average (X) and range (R) and also the number of defects (PN), percent defective (P), defects per variable unit (U), and defects per fixed unit (C). The control chart allows you to distinguish between measurements that are predictably within the inherent capability of the process (normal causes of variation that are to be expected) and measurements that are unpredictable and produced by special causes.(Control Chart Diagram)The upper and lower control limits (UCL and LCL) must not be confused withspecification limits. Control limits describe the natural variation of the processsuch that points within the limits are generally indicative of normal andexpected variation. Points outside the limits signal that something has occurred that requires special attention because it is outside of the built-insystemic causes of variation in the process. Note that the circled point onthe X-bar chart means that the process is out of control and should beinvestigated. These points outside the control limits are referred to as specialevents having either assignable causes or random causes. The occurrence ofassignable causes may be the result of unwanted, external effects such as thefollowing:•An equipment problem•An employee problem (poor training, understaffed, and so on)•Defective materialsThere is another important guideline, known as the Rule of Seven, which should be observed whenever interpreting control charts. This rule of thumb (heuristic) states that if seven or more observations in a row occur on the same side of the mean (or if they trend in the same direction), even though they may be within the control limit, they should be investigated as if they had an assignable cause. (The lower part of Figure 5-10 illustrates such an occurrence.) It is extremely unlikely that seven observations in a row would be on the same side of the mean if the process is operating normally.Why is this so? If a process is operating normally, the observations will follow a random pattern with some of the points falling above the line and some below the line. In fact, the probability that any single point will fall above or below the line is 50-50 (like a coin toss). Further, the probability that seven points in a row would be on the same side of the line would be calculated as .5 to the 7th power, which is equal to 0.0078 (or less than 1 percent). Again, this rule provides a guideline that alerts you that something unlikely is happening and you should check it out.These charts will help you understand the following:•Understand the inherent capability of your processes•Bring your processes under control by eliminating the special causes of variation•Reduce tampering with processes that are under statistical control•Monitor the effects of process changes aimed at improvementTwo additional concepts are important in the use of control charts. Both concepts involve the idea of standard deviation, often referred to as "sigma." For the exam, you need to understand only the concepts (no formulas or complex calculations are required).The first concept involves the use by some companies of what is known as the Six Sigma Rule for setting control limits. You are already aware that three standard deviations (sigma) either side of the mean accounts for approximately 99.7 percent of the possible outcomes. Historically, many companies have used plus or minus three sigma’s as their standard for setting control limits. In recent years, some companies have chosen to use plus or minus six sigmas as a guide for setting control limits. The use of this more stringent rule means that even fewer actual outcomes might fall outside the control limits.The second concept involves the effect of sample size on the control limits. Again, you do not need to memorize any formulas, but it helps to know the following information about how the formula for setting control limits works. First, the standard deviation is part of the formula for establishing control limits. The larger the standard deviation, the wider the control limits will be. That much is fairly intuitive. In other words, the greater the natural variations in the process, the wider the control limits need to be. Now, how does sample size affect the control limits? Sample size affects control limits by its effect on the standard deviation. Sample size is in the denominator of the formula for variance from which standard deviation is computed; so whenever sample size is increased, the standard deviation will be smaller. Conversely, if the sample size is decreased, the standard deviation will be larger. Therefore, larger sample sizes will result in more narrow control limits, and smaller sample sizes will result in wider control limits.Checksheets (Tool 7)A checksheet is a list of check-off items that permit data to be collected quickly and easily in a simple standardized format that lends itself to quantitative analysis. A check sheet frequently contains a graphic representation of an object and is used to record such information as where specific damage was located. Check sheets are intended to make data collection fast and easy. They should be carefully designed so that the data are useful and have a clear purpose. Check sheets are frequently used to collect data on numbers of defective items, defect locations, and defect causes.Continuous Improvement and KaizenThe Japanese word for continuous improvement is kaizen. The key idea here isthat improving quality is not a discrete, one-time event. Managers andworkers alike join in the responsibility to constantly watch for opportunities toimprove processes as well as products.Just-in-time (JIT)JIT is an inventory control approach that attempts to reduce work-in-processinventory to zero stock. Thus, there is no extra or "buffer" stock kept in reserve in such a process. Numerous companies have adopted JIT, which waspopularized in Japan at Toyota, because the company believed JIT and highquality go together naturally. The philosophy is that with no safety stock inthe system, defective parts or processes will grind the system to a halt. Zeroworking-process inventory, therefore, forces a company to find and fix qualityproblems, or it will constantly miss its schedule commitments.Impact of Motivation on QualityIt is generally believed that increased quality is likely to be associated withprojects whose team members display pride, commitment, and an interest inworkmanship. It is also believed that one way to harm this culture is byallowing frequent turnover of the people assigned to the project.Priority of Quality versus Cost and ScheduleQuality used to receive lip service in many companies, but it was in reality lessimportant than meeting schedules or containing costs. Such a situation was often tipped off by such signals as the quality manager reporting to the production manager (who often cared more about schedule pressures than quality). Although lip service has probably not been eliminated entirely, modern thinking emphasizes that quality should share equal priority with cost and schedule. In works such as Crosby's Quality Is Free, many people maintain that improvements in quality are likely to lead to better cost and schedule performance in the long run.Impact of Poor QualityThe following effects on a project are possible results of poor quality: •Increased project costs as a result of costs of nonconformance (for example, rework, scrap, product recalls, and so on)•Decreased productivity•Increased risk and uncertainty (less predictability in cost, schedule, and technical outcomes)•Increased costs of monitoring (if conformance to specifications is low, increased monitoring will probably become necessary)InspectionsInspections are a quality control tool. As stated in the scope verification section, inspection includes activities such as measuring, examining, and testing undertaken to determine whether results conform to requirements.They may be conducted at any level.Trend AnalysisAnother quality control tool is trend analysis, which uses mathematical techniques to forecast future outcomes based on historical results. It is used to monitor•Technical performance: How many errors or defects have been identified; how many remain uncorrected•Cost and schedule performance: How many activities per period were completed with significant variancesDesign and Quality•Quality should be designed in, not inspected in (worth repeating).•More specifically, careful design of a product or service is believed to increase reliability and maintainability (two important measures ofquality).•The primary responsibility for developing design and test specifications rests with the project engineers (they have the expertise needed to performthis vital task).•Rework is any action taken to bring a defective or nonconforming item into compliance with requirements or specifications. The project team shouldmake every effort to minimize rework.。
quality management
10
Six Sigma Quality: DMAIC Cycle
Cases/examples from classmates
1. Define (D)
2. Measure (M) 3. Analyze (A) 4. Improve (I) 5. Control (C)
Customers and their priorities
Philip Crosby W. Edwards Deming Joseph M. Juran Each has slightly different definitions of what quality is and how to achieve it (see Exhibit 8.1), but they all had the same general message: To achieve outstanding quality requires:
3
Quality Specifications
Design quality - Inherent value of the product in the marketplace Conformance quality - Degree to which the product or service design specifications are met Products can have high design quality but low conformance quality, and vice versa Quality at the source
Chapter 8. Quality Management
Outline: Total Quality Management (TQM) Defined Quality Specifications and Costs Six Sigma Quality and Tools External Benchmarking ISO 9000 Service Quality Measurement
第八章-Project-quality-management项目管理知识体系(PMBOK)英文第六版
Cause-and-Effect Diagram
18
Design for X (DfX)
• Design for X (DfX) is a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design.
• Project Quality Management also supports continuous process improvement activities as undertaken on behalf of the performing organization.
• The Project Quality Management processes are:
– Confirm that the quality processes are used and that their use meets the quality objectives of the project, and
– Improve the efficiency and effectiveness of processes and activities to achieve better results and performance and enhance stakeholders’ satisfaction.
– Quality standards that will be used by the project; – Quality objectives of the project; – Quality roles and responsibilities; – Project deliverables and processes subject to quality review; – Quality control and quality management activities planned for the
ch08项目质量管理
luyb@
Session 7： Project Quality Management
项目质量管理
项目质量管理的三个过程
质量计划编制(Quality planning): 确认与 项目有关的质量标准以及实现方式 质量保证(Quality assurance): 评估项目绩 效以保证项目满足相关的质量标准 质量控制(Quality control): 监控特定的项 目结果，确保它们遵循了相关质量标准， 目结果，确保它们遵循了相关质量标准，并 识别提高整体质量的途径
luyb@
Session 7： Project Quality Management
项目质量管理
质量成本的定义与测度 质量成本是： 质量成本是：
一致成本——意味交付满足需求的 ——意味交付满足需求的
和适应性的产品 不一致成本——意味着对故障或没 ——意味着对故障或没 有满足质量期望负责
项目质量管理
Project Management 项目管理
Session 7 Project Quality Management 项目质量管理
School of Management,HUST All Rights Reserved,2005 Prof. Lu Yaobin
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School of Management,HUST All Rights Reserved,2005 Prof. Lu Yaobin
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ChapterrojectQualityManagement
• The Customer Ultimately Decides if Quality is Acceptable. Period.
IT Project Management, Third Edition
• But quality is very important in many IT projects
IT Project Managemenpter 8
4
What is Quality?
• Car Quality
– Ride, Reliability, Fit and Finish, Audio System?
is my own)
• People seem to accept systems being down occasionally or needing to reboot their PCs
• There are many examples in the news about quality problems related to IT (See What Went Wrong?)
IT Project Management, Third Edition
Chapter 8
5
What Is Quality?
• The International Organization for Standardization (ISO) defines quality as the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs
Chapter 8 Quality Management
Unit 1 Quality Standards and Quality Control Unit 2 Quality Management and Quality Cost
Professional Words and Expressions:
reliability:可靠性 maintainability：可维护性 fitness for use：适用性 customer satisfaction：顾客满意 specification：规范 tolerance：容许偏差 monetary：货币的、金融的 quality of design：设计质量 quality of conformance：符合性质量 overengineer：高于工程要求的 underengineer：低于工程要求的
pre-assessment:预评估 preliminary：预备的、初级的 reproach：责备、谴责 forcible：强制的、有说服力的 accredited:认可的、授权的 statistic：统计的 six sigma methodology: 六西格玛法 standard deviation：标准偏差 division：部门、分配、分开 opportunity：缺陷机会 metrics：度量标准、规律 instructor：讲师、教练 incentive：鼓励
ห้องสมุดไป่ตู้
affiliate：隶属于 checksheet：检查表 pareto chart：排列图 plot:以图的形式表示 histogram：直方图 dispersion：分散性 scatter diagram：散布图 observe value：观察值 cause and effect diagram：因果图 fish bone diagram：鱼骨图 specs：规范、规格 morale：士气、纪律
PMP考试之第八章项目质量管理
PMP考试之第八章项目质量管理（二）
质量保证
质量保证指为项目符合相关质量标准要求树立信心而在质量系统内部实施的各项有计划的系统活动。
质量保证应贯穿于项目的始终。
质量保证往往由质量保证部或组织中与此名称相似的单位提供，但并非必须由此类单位提供。
质量保证的对象可以是项目团队以及实施组织的管理层（内部质量保证，或者是客户和其他未实际参与项目工作的人们（外部质量保证）
8.2.1 质量保证的投入
1. 质量管理计划（Quality management plan）
2. 质量控制量度的结果（Results of quality control measurements）
质量控制量度指以便于比较分析的格式表示的质量控制测试和量度的记录。
3. 工作定义（Operation definitions）
8.2.2 质量保证的工具与技术
1. 质量规划的工具与技术
质量规划的工具与技术也适用于质量保证。
2. 质量审计（Quality audits）
质量审计指对其它质量管理活动进行有组织的审查。
质量审计的目的是发现所汲取的有助于改进本项目或实施组织内其他项目绩效的教训。
质量审计可以事先安排，也可以随机进行；可以由组织内经恰当培训的审计人员，也可以由第三方，例如质量体系登记部门进行。
8.2.3 质量保证的产出
1. 质量改进（Quality improvement）
质量改进指采取行动提高本项目的成效与效率，为项目干系人提供额外效益。
多数情况下，实施质量改进时应按综合变更控制的程序准备变更申请，或者采取纠正。
项目质量管理1(中英文对照)
ocuments D C h a p t e r 8 P r o j e c t Q u a l i t y M a n a g e m e n t（第8章 项目质量管理）Project Quality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes “all activities of ．．．．．．．．．．．．．．．the overall management function tha ．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．t determine the quality policy, ．．．．．．．．．．．．．．．．．．．．．．．．．．．objectives ．．．．．．．．．．, and ．．．．responsibilities and implements them by means such as quality planning, quality ．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．control, quality assurance, and quality improvement, within the quality system ．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．．”．. Figure 8-l provides an overview of the following major project quality management processes:项目质量管理包括项目满足其需求所需的过程。
项目质量管理--中英文对照
项目质量管理（中英文对照）Project Quality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes “all activities of the overall management function that determine the quality policy, objectives, and responsibilities and implements them by means such as quality planning, quality control, quality assurance, and quality improvement, within the quality system”. Figure 8-l provides an overview of the following major project quality management processes:项目质量管理包括项目满足其需求所需的过程。
它包括“确定质量方针、目标和职责并在质量体系中通过诸如质量计划、质量保证和质量改进等方法实施的整个管理职能的全部活动”。
图8-1为项目质量管理过程提供了一个概述：8.l Quality Planning—identifying which quality standards are relevant to the project and determining how to satisfy them.质量计划－确定项目相关的质量标准并决定如何满足它们。
8.2 Quality Assurance—evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.质量保证－定期评价整个项目的执行情况，提供项目满足相关质量标准的信心。
戚安邦《项目管理学》完整版--第八章--项目质量管理
第八章项目质量管理【本章导读】本章将全面讨论有关项目质量管理的内容.本章讨论的重点是项目质量的定义、项目质量管理的概念与内容、项目质量计划编制、项目质量保障与项目质量控制等。
本章较深入地讨论了项目质量与项目成本和工期的关系，以及项目质量保障与项目质量控制的关系、作用、原理和方法。
其中,有关项目质量保障和ISO10006的讨论是近年发展起来一种全新有关项目质量管理的方法.第一节项目质量管理的概念项目质量管理是指为确保项目质量目标要求而开展的项目管理活动,其根本目的是保障最终交付的项目产出物能够符合质量要求。
项目质量管理包括两个方面的内容，其一是项目工作质量的管理，其二是项目产出物的质量管理,因为任何项目产出物的质量都是靠项目的工作质量保证的。
项目质量管理的概念与一般质量管理的概念有许多相同指出，也有许多不同之处，这些不同之处是由于项目的一次性和独特性等特性所决定的。
因此要弄懂和掌握项目质量管理的概念，首先要搞清楚一般的质量和质量管理的概念，然后根据项目的特性去学好项目质量管理。
一、质量的基本概念在日常生活中，人们每天都要消费各种各样的产品和服务，这些产品和服务有好有坏，它们的好坏代表了它们的质量，同时它们的好坏也代表了一个企业或组织的质量管理水平.实际上，质量和质量管理是日常生活中天天和事事都会遇到的问题。
1.质量的定义对于什么是质量有许多不同的说法，所以对于质量的定义也有许多种。
其中美国著名质量管理专家朱兰对于质量的定义和国际标准化组织（International Standard Organization-ISO）对于质量的定义最具权威性。
这两种定义的具体描述与含义如下:1)朱兰关于质量的定义美国质量管理专家朱兰（J。
M。
Juran）博士认为：质量就是产品的适用性,即产品在使用的时能够满足用户需要的程度.1这一定义从两个方面对质量做出了规定。
其一,“质量就是产品的适用性",这表明只要产品适用就是好产品，就是达到质量要求的产品。
工业工程专业英语Chapter8QualityManagement
statistic：统计的
six sigma methodology: 6δ法
standard deviation：标准偏差
division：部门、分配、分开
Unit 1 Quality Standards and Quality Control
1. Definitions of Quality 2. Quality in Manufacturing 3. Quality in Service 4. ISO 9000 Series Standards 5. Rules of Certification to QMS 6. Steps of Certification to QMS
Chapter 8 Quality Management
Unit 1 Quality Standards and Quality Control
Unit 2 Quality Management and Quality Cost
计划学时：4学时
教学内容：
4学时，精读，逐句翻译，掌握专业词汇
9. Key Elements of Six Sigma Methodology
The key elements of Six Sigma are:
Customer Satisfaction Defining Processes Defining Metrics and Measures for Processes Using and Understanding Data and Systems Setting Goals for Improvement Team Building and Involving Employees
工业工程专业英语Chapter8QualityManagement
5. Rules of Certification to QMS
Know what application and implications of the standard will mean to your company.
Use the standard as a tool for improvement. Have an understanding of the risks and processes that
1. Definitions of Quality
The formal definition of quality, standardized by the American National Standards Institute (ANSI) and the American Society for Quality Control (ASQC) in 1978 is "the totality of features and characteristics of a product or service that bears on its ability to satisfy given needs."
4. ISO 9000 Series Standards
The ISO 9000 series of quality management standards was developed by the ISO to set international ements for quality management systems in 1979.
PMP考试之第八章项目质量管理（一）
【本章知识重点】 ★ 项⽬质量管理的3个过程； ★ 质量定义、⽬标：（要按照PMI的定义，尽量不要⽤其它的定义） ★ 质量与等级：（两者之间的定义与区别） ★ 质量与镀⾦ ★ 实验设计 ★ 质量成本 ★ ⼯作定义（操作定义） ★ 质量保证/质量控制 ★ 质量控制的⼯具：（因果图 / 帕雷托图 / 控制图） ★ 质量管理⼤师的观点 ★ 预防重于检查 ★ 持续改进（Kaizen） 【电⼦笔记】 项⽬质量管理：保证项⽬能满⾜原先规定的各项要求所需要的过程。
考|试/⼤即“总体管理功能中决定质量⽅针、⽬标与责任的所有活动，并通过诸如质量规划、质量保证、质量控制、质量改进等⼿段在质量体系内加以实施”。
8.1质量规划：判断哪些质量标准与本项⽬相关，并决定应如何达到这些质量标准。
8.2质量保证：定期评估项⽬总体绩效，建⽴项⽬能达到相关质量标准的信⼼。
8.3质量控制：监测项⽬的总体结果，判断它们是否符合相关质量标准，并找出如何消除不合格绩效的⽅法。
质量（Quality）：是“使实体具备满⾜明确或隐含需求能⼒的各项特征之总和”。
等级（Grade）：是“对具体相同功能特征，但技术特征各异的实体所规定的范畴或者级别” 质量的⽬标：1. 符合要求/规范（conformance to requirements/specifications）； 2. 适⽤性（fitness of use）,不要镀⾦(no Gold-Plating)。
质量明确或隐含的需求是项⽬要求制订的投⼊。
质量偏低永远是个问题，考|试/⼤⽽等级较低则不见得是个问题。
项⽬团队还应当明⽩，现代的质量管理与项⽬管理是相辅相成的。
质量管理和项⽬管理这两门学科都认识到以下⼏个⽅⾯的重要性： 顾客的满意程度：理解、管理和影响顾客的需求，以便与顾客的期望相符。
预防胜于检查：防患于未然的代价总是⼩于检查所发现错误的纠正代价。
管理层的责任：成功需要项⽬团队全员参与，但提供取得成功所需资源是管理层职责。
Chapter8 项目质量管理
项目技术负责人应定期组织质量检查人员和内部质量审核员验证质量 计划的实施效果。当项目质量控制中存在问题或隐患时，应提出解决 措施。对出现的质量问题，责任人应按规定承担责任。
组号 X1 1 2 3 4 5 6 7 8 9 • • 12 13 14 15
X2
测定值
X3 X4 X5
统计量
X R
组号
X1 X2
测定值
X3 X4 X5 X
统计量
R
11 10 9 10 11 6 9 13 12 8 11 11 9 10 12 13 8 12 8 10 14 8 8 12 12 11 9 11 10 8
项目质量管理与一般质量管理的区别：一般质量管理的重点 在质量控制、项目质量管理的重点在质量计划
项目质量管理的原则
1、以顾客为关注焦点 2、领导的作用 3、全员参与 4、过程方法 5、管理的系统方法 6、持续改进 7、基于事实的决策方法 8、与供方互利的关系
顾客
全员参与 持续改进 领导作用 以顾客为中心
三、质量规划的工具与技术
• • • • 质量功能展开（质量屋） 成本效益分析 基准对照 流程图
TQM的四大支柱 • 卓越领导 • 顾客导向 • 不断改进 • 全面参与
卓越 领导
TQM
顾客 导向
不断 改进
全面 参与
成本效益分析 质量成本包括两类成本： • 质量纠正成本。包括交货前内部故障成本 和交货后的外部故障成本。 • 质量保证成本。包括预防成本和鉴定成本 。
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Chapter 8
13
Quality Control
• The main outputs of quality control are
– acceptance decisions – rework – process adjustments
• Some tools and techniques include
is my own)
• People seem to accept systems being down occasionally or needing to reboot their PCs
• There are many examples in the news about quality problems related to IT (See What Went Wrong?)
IT Project Management, Third Edition
Chapter 8
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Purpose of Project Quality Management
• To Ensure that the Project Will Satisfy the Needs for Which it was Undertaken.
– Pareto analysis – statistical sampling – Six Sigma – quality control charts
IT Project Management, Third Edition
Chapter 8
8
IS Technology Quality
• Functionality and Features
– Function is Does the System Performa As Intended – Feature is How it Does the Function
Chapter 8
7
Project Quality Management Processes
1. Quality planning: identifying which quality standards are relevant to the project and how to satisfy them
• Define project quality management and understand how quality relates to various aspects of information technology projects
• Describe quality planning and its relationship to project scope management
• Describe how leadership, cost, organizational influences, and maturity models relate to improving quality in information technology projects
• Discuss how software can assist in project quality management
IT Project Management, Third Edition
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5
What Is Quality?
• The International Organization for Standardization (ISO) defines quality as the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs
• Graphic Interface, On-Line Help, ect
• System Outputs
– Screens and Reports
• Performance
– System Functions as Customer Intends to Use it,
• Reliability and Maintainability
• Summarize the contributions of noteworthy quality experts to modern quality management
• Understand how the Malcolm Baldrige Award and ISO 9000 standard promote quality in project management
• Another goal of quality assurance is continuous quality improvement
• Benchmarking can be used to generate ideas for quality improvements
• Quality audits help identify lessons learned that can improve performance on current or future projects
– Scope – Cost – Performance – Meet or Exceed Customer Satisfaction
• The Customer Ultimately Decides if Quality is Acceptable. Period.
IT Project Management, Third Edition
IT Project Management, Third Edition
Chapter 8
10
Quality Assurance
• Quality assurance includes all the activities related to satisfying the relevant quality standards for a project
2. Quality assurance: evaluating overall project performance to ensure the project will satisfy the relevant quality standards
3. Quality control: monitoring specific project results to ensure that they comply with the relevaways to improve overall quality
IT Project Management, Third Edition
Chapter 8
11
Quality Assurance Plan
IT Project Management, Third Edition
Chapter 8
12
Quality Assurance Plan
IT Project Management, Third Edition
• Design of experiments helps identify which variables have the most influence on the overall outcome of a process
• Many scope aspects of IT projects affect quality like functionality, features, system outputs, performance, reliability, and maintainability
IT Project Management, Third Edition
Chapter 8
3
Quality of Information Technology Projects
• Many people joke about the poor quality of IT products If GM Cars Were Like Microsoft OS Computers (p. 262)
– Mean Time Between Essential Function Failure (MTBESF)
IT Project Management, Third Edition
Chapter 8
9
Quality Planning
• It is important to design in quality and communicate important factors that directly contribute to meeting the customer’s requirements
Chapter 8: Project Quality Management
IT Project Management, Third Edition
Chapter 8
1
Learning Objectives
• Understand the importance of project quality management for information technology products and services
• Food Quality
– Taste, Smell, Color, Texture, Freshness?
• Shoe Quality
– Fit, Stitching, Comfort, Wear?
• Baby Furniture Quality
– Safety, Goo Proof, Durability, Easy to Assemble?