Quality Tools for
Project Managers
PMI Honolulu Chapter
July 18, 2007
Presentation Overview
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Quality Management
Six Sigma Overview and Methodologies
Definition Tools
Measurement Tools
Analysis Tools
Improvement Tools
Control Tools
Resources
Quality Management
From the PMBOK 3rd Edition Quality is:
“the degree to which a set of inherent
characteristics fulfill requirements”
Quality Management Processes include:
- Quality Planning
- Quality Assurance
- Quality Control
Quality Management and PM
Quality Management and Project
Management both recognize the
importance of:
• Customer Satisfaction
• Prevention over Inspection
• Management Responsibility
• Continuous Improvement
Six Sigma Philosophy
“Eighty-five percent of the reasons for
failure to meet customer
expectations are related to deficiencies
in systems and process… rather
than the employee.”
Six Sigma Methodologies
Commitment and Control
• Six Sigma is about
– Commitment to the CUSTOMER
– Control of customer experience to meet
expectations via:
• Continuous improvement
• Process Focus
DMAIC and Project Life Cycle
Define
Initiating and Planning
Control
Measure
Control and Closure
Planning and Executing
Improve
Analyze
STEP 3: ANALYZE
Determine root
cause(s)
STEP 2: MEASURE
Determine the
current process
performance
STEP 1: DEFINE
Describe the
Problem and
define the
current process
STEP 4: IMPROVE
Generate, select &
implement
improvements
STEP 5: CONTROL
Institutionalize the
improvement &
implement ongoing
monitoring
Step 1:
DEFINE
Project Charter
BUSINESS CASE/ / PROBLEM STATEMENT
GOAL STATEMENT/ / FINANCIAL BENEFIT
Explain why you are doing this project & a description of the
problem in clear, concise & measurable terms
Describe what you are trying to accomplish (your goals). What are
the results you plan to achieve in addressing this problem?
It takes me from 10 to 45 minutes to get to work in the
morning. I cannot anticipate how long it will take, so
sometimes I am late for meetings and irritable.
Find a way to get to work within 10 minutes (consistently,
safely and legally)
Problem & Goal statements should be SMART: Specific, Measurable, Attainable, Relevant and Time bound
PROJECT SCOPE
MILESTONE DATES / DECISION MAKING LEVEL
What is the process you will be focusing on? Are there any
constraints, limitations? Any resource requirements (e.g. Systems)?
Any known barriers to your success?
What are the key steps & dates to achieve your goal? Who is
responsible for all decisions?
My commute begins when I leave my garage and ends
when I pull into a parking stall in the Amfac garage.
I must comply with all state & federal laws.
Avoid “Scope Creep”; keep scope narrow
Step 1 completed by 6/1/07
Step 2 completed by 6/3/07
Step 3 completed by 6/10/07
Steps 4 & 5 completed by 6/20/07
Steps 6 & 7 completed by 6/30/07
Many teams use the DMAIC Steps as key dates
Project Charter helps you complete the Project Plan
Keep in mind that it is reasonable to revisit your Charter and make changes throughout your project.
Customer Requirements
Ask your customers/stakeholders about their needs and priorities regarding your process/
service through surveys, interviews or focus groups and complete the table below.
Customer Need
I hate driving in traffic!
Key Issue(s)
Sometimes I get to work
late and miss meetings
Requirements Guidelines:

Don’t state as a solution or means to solve the problem.

Don’t use abstract terms.

Don’t use two valued thinking (e.g., slow-fast).

Don’t use ‘should’ or ‘must’.

Don’t use unnecessary words – be concise.

Don’t write from a negative perspective.
Requirement
Speed: Driving to work must take less
than 10 minutes
Translate Customer Needs to
Requirements/Deliverables
High Level Process Mapping
SIPOC
Suppliers
Inputs
Process
Outputs
Whoever provides the
inputs to your process?
What must my suppliers
provide my process to
meet my needs?
High level process steps
What product or service
does the process
deliver to the customer?
Whoever receives the outputs of your
process - internal or external
• Service station
• Jiffy Lube
• DMV
• Gas in tank
• Car maintained
• Knowledge of laws
• Current parking decal
• Leave garage
• Follow route to work
• Obey traffic signs
• Park Amfac garage
• Arrive at work
• FICOH
• Associates
Helps to identify and illustrate scope and stakeholders
Customers
Internal External
Stakeholder Analysis
Stakeholder Analysis
• This tool helps you figure out who the key stakeholders are, how they feel about
a change in your process now, and the level of support you need from them for
your project to be a success.
Stakeholder Analysis for Change
Step 1:
List each stakeholder
along the left side of the
chart.
Names
My boss
Strongly
Against
Moderately
Against
Neutral
Moderately
Supportive
Strongly
Supportive
X
0
Step 2:
Identify where each
stands with regards to
change. Consider
both objective evidence
and subjective opinion.
Legend:
X = Current
0 = Level of Support
Needed
What Can I Do To Make My Stakeholder(s) More Supportive?
My boss: Make sure he/she understands why I am doing this project;
what’s the benefit to him/her
Can also be done after problem identification and implementation of potential solutions
STEP 3: ANALYZE
Determine root
cause(s)
STEP 2: MEASURE
Determine the
current process
performance
STEP 1: DEFINE
Describe the
Problem and
define the
current process
STEP 4: IMPROVE
Generate, select &
implement
improvements
STEP 5: CONTROL
Institutionalize the
improvement &
implement ongoing
monitoring
Step 2:
MEASURE
Data Collection Plan
Collect Your Data – Plan Your Work, Work Your Plan
Prepare to gather baseline measures of your process capability. Fill out the Data Collection Plan.
What will you be
Collecting?
Time to drive to work from leaving
my garage to pulling into a parking
stall in the Amfac garage
How will you
Collect it?
In Minutes on the data
collection log
How often will you
Collect it?
Every morning I drive
to work
Who will
Collect it?
Myself
Remember, a good data collection plan has at least one output, process & input measure!
Don’t measure for measure’s sake - know WHY you are collecting data - WHAT will it tell you
Defect Definition
Define your Defects and Measures
Determine how to measure the defects for each customer requirement. In the example, the customer hates
driving in traffic because they arrive at work late. The requirement would be Speed. Complete the form below.
Customer Requirement
Speed
What is a defect in the process
from the customers perspective?
Any drive to work that takes
10 minutes or longer
How do we measure this?
Time to drive to work (continuous data)
from leaving my garage to pulling into a
parking stall in the Amfac garage
Whenever possible, use Continuous data (i.e. time) vs. Discrete data (yes/no).
STEP 3: ANALYZE
Determine root
cause(s)
STEP 2: MEASURE
Determine the
current process
performance
STEP 1: DEFINE
Describe the
Problem and
define the
current process
STEP 4: IMPROVE
Generate, select &
implement
improvements
STEP 5: CONTROL
Institutionalize the
improvement &
implement ongoing
monitoring
Step 3:
ANALYZE
Control Charts
Identify Variation
Morning Rush Hour Cycle Time
Minutes on the Road
40
1
11
35
1
1
30
1
25
3.0SL=21.08
20
15
X=13.324
10
-3.0SL=5.434
05
0
April 99
May 99
June 99
Day of the Month
• There is a lot of variation in this process
• The average cycle time over three months in rush hour traffic is 13 minutes
• Any point outside of the control limits must be investigated for explanation/cause
(i.e. why did some commutes take from 25-40 minutes?)
Root Cause – Pareto Chart
Root Cause Identification
•Data stratification - break down data into sub-categories (Pareto is commonly used)
80%
Accidents
Stall Cars
Weather
Road Work
Other
Remember the 80/20 Rule: 80% of the problems are driven by 20% of the causes
Root Cause – Map Analysis
Root Cause Identification
•Sub-Process Mapping Analysis - detailed map of the section of the process you have
chosen to focus on, then determine which steps are value added or non-value added
START of PROCESS
Leave my garage
PROCESS
Follow usual
route to work
Left on Kuakini
Right on
Nuuanu
STOP of PROCESS
Obey
all traffic
signs &
laws
No
Stopped by
police
Right on
Nimitz
Right into
Amfac garage
Yes
Issued a
ticket?
Yes
Go home and
start all over
tomorrow
Can be part of Quality Planning and Quality Control
No
Pull into parking stall
in Amfac garage
Root Cause – Fishbone
Analysis
Root Cause Identification
•Cause & Effect Diagram - Fishbone
Mother Nature
Bad Weather
Method
People
Accidents
Drivers
in Training
Old
people
drive slow
Hurricane
Too
many
drivers
Road
Rage
Ran out
of gas
Road
Work
Materials
Stalled Cars
Broken
traffic
light
Machinery
Fuel
gauge
broken
Measurement
Can be part of Quality Planning and Quality Control
STEP 3: ANALYZE
Determine root
cause(s)
STEP 2: MEASURE
Determine the
current process
performance
STEP 1: DEFINE
Describe the
Problem and
define the
current process
STEP 4: IMPROVE
Generate, select &
implement
improvements
STEP 5: CONTROL
Institutionalize the
improvement &
implement ongoing
monitoring
STEP 4:
IMPROVE
List of Solutions
Brainstorm solution ideas and write them in this box
• Leave home by 7am
• Listen to KSSK for the accident report and plan alternative route
• Leave home by 7am and follow all traffic laws
• Never schedule a meeting before 8:00am
List the criteria by which you will evaluate the different solutions you generated
above. Classify them into “Required (R)” and “Desired (D)” below:
Solution Criteria
R or D
• Have to get to work on time
• Drive carefully - no accidents
• Remain calm - no road rage
R
R
D
Tools to help manage idea/solution generation and selection
Evaluate Solutions
To evaluate the different solutions, fill out the Solution Selection Matrix below
STEP 1:
List all the solutions from #1a on the preceding page
STEP 2:
List the criteria from #1b on the preceding page.
Separate Must Haves from Wants
Criteria:
Required
(R)
Solution #1
Solution #2
Solution #3
Solution #4
Leave home
by 7am
Listen to
KSSK
Follow all
traffic laws
No mtg
before 8am
Have to get to work on time
X
X
Drive carefully - no accidents
X
X
X
Only for those solutions that met 100% of your MUST HAVES, proceed to rank the WANTS
Desired
(D)
Remain calm - no road rage
X
STEP 3: Compare each solution to the list of Required’s and place a check mark in the column if it meets that criteria.
Only solutions that meet ALL Required’s are considered viable solutions and go on to Step 4. Any solution
that does not meet all Required criteria are eliminated. In this example, Solutions #1 & #3 are viable.
STEP 4: Compare the viable solutions to the list of Desired and place a check mark in the column if it meets that criteria.
Pick the solution(s) that meets 100% of your Required and most of your Desired. In this example, Solution #3.
Weighted Decision Selection
Matrix
Decision Statement:
{An overall broad statement of what you want to achieve regarding your solutions}
Solutions:
Criteria
Musts ( Y / N ):
{Musts are criteria which must be met in order
for the solution to be viable.}
List one solution in each box.
{Musts are measurable criteria which must be
met in order for the solution to be viable.}
Wants:
WT
1-10 Comments:
SC
WT
SC Comments:
SC
WT
SC Comments:
SC *
WT
SC
0
0
0
List any comments about the
0
0
0
criteria as it relates to the solu-
0
0
0
tion or the score here.
0
0
0
being the most important and 1 the least
0
0
0
important.}
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
{"Wants" are important criteria by which
to judge your solutions. They should be
weighted on a scale of 1 to 10, with 10
Total
0
Total
0
Total
0
Review Risk
Assess Risk
- For your solutions, ask yourself,
“What could go wrong?” (potential problems) and “How could you prevent them?”
- Fill out the worksheet below
Solution
Leave home by 7am and
follow all traffic laws
Potential Problem
How to Prevent
Not wake up in time to leave by 7am
Go to bed earlier
Traffic could be just as bad as before
Test this solution
FMEA
Potential Failure Mode and Effects Analysis
1
Process:
Process Owner:
Process Analyst:
Team:
Analysis Date (Original):
Analysis Date (Revised):
Page:
FMEA PROCESS
Potential
Potential
Cause(s)
Process
Potential
Effect(s)
Step
Failure
of Failure
S
of Failure
of
ACTION RESULTS
Responsibility
Current
O
Controls
D
RPN
& Target
Action
S*O*D
Completion
Taken
S
O
D RPN
Date
Total Risk Priority Number (RPN)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
S = Severity - how the failure will affect the customer's experience
O = Occurrence - how often the failure occurs
D = Detection - how effectively the current controls can detect the cause of failure
Resulting Risk Priority Number (RPN)
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Implementation Plan
List all key activities necessary for the implementation of your solution(s). Don’t
forget steps to communicate the change & steps to train others in the new process.
Activities/Steps to Implement
Target Date
Test run route at 7am to make sure traffic is lighter
June 20
Read Driver’s License Manual to brush up on laws
June 20
Inform boss and process owners of improvement
June 25
Can also be used for project status/performance reporting
Actual Date
STEP 3: ANALYZE
Determine root
cause(s)
STEP 2: MEASURE
Determine the
current process
performance
STEP 1: DEFINE
Describe the
Problem and
define the
current process
STEP 4: IMPROVE
Generate, select &
implement
improvements
STEP 5: CONTROL
Institutionalize the
improvement &
implement ongoing
monitoring
Step 5:
CONTROL
Document Procedures
Write procedures for how the new process should work. These procedures can be used
as a training tool for new employees or a reference manual for back-up associates.
Steps in the process
(including description)
Step 1:
Step 2:
Step 3:
Step 4:
Step 5:
Step 6:
Exceptions
(Note exceptions, if any)
Project Completion
A project is considered complete when all of the following have been accomplished
 Implementation of your solutions has been completed
 One round of measurements has been completed
 All necessary process documentation has been completed
 Improved process and all documentation has been handed over to the Process Owner,
confirming that they will continue to monitor this process
 Lessons Learned documents for future improvements
Don’t forget your Lessons Learned and Quality Audit
Process Quality Tools for
Project Managers
Quality Tool
Purpose
PM Application
SIPOC
ID Suppliers, Inputs,
Process, Output and
Customers
Scope definition
Stakeholder Analysis
Transition Planning
Customer Requirements
Table
ID Customer Needs
Stakeholder Analysis
Deliverables Definition
Data Collection Plan
Collects and analyzes
data in structured form
Defect Definition
Specifies out of bounds
conditions
Project Execution
Quality Planning /
Assurance
Quality Planning
Project Status Reporting
Control Chart *
Shows how a process
changes over time variation
* Tools included in the PMBOK
Quality Control
Project Status Reporting
Process Quality Tools for
Project Managers
Quality Tool
Purpose
PM Application
Pareto Chart *
Bar chart to determine
priorities (80/20 rule)
Project Initiation /
Prioritization
Quality Control
Map Analysis *
Review process to
eliminate variation /
duplication
Project Initiation /
Prioritization
Quality Assurance
Ishikawa diagram (or
cause and effect or
fishbone diagram) *
Brainstorm / Affinity
Diagram
Brainstorm about root
causes
Project Execution
Quality Control
Organizes a large # of
ideas into natural
relationships
Quality Planning/Control
Creating WBS
Solution Analysis
Rank and prioritize
problem fixes
Decision making
Issues resolution
* Tools included in the PMBOK
Shared Project and Quality
Tools
PM Tool
Purpose
Quality Application
Project Plan
Define scope and goals
and assign
responsibilities
Define
Stakeholder Analysis
Ensure customer needs
are met and addressed
Define and Analyze
Risk Review
Plan for things that are
out of our control
Improve
Implementation Plan
Identify actions and due
dates for baseline
Improve and Control
Resources
A Guide to the Project Management Body of Knowledge
(PMBOK Guide) Third Edition
Six Sigma Information
 Six Sigma Exchange
www.sixsigmaexchange.com
 International Quality &
www.iqpc.com
 Productivity Center
 Resources for Implementing
Six Sigma Quality
www.isixsigma.com
Six Sigma Tools
 Business Process Improvement Toolbox
by Bjorn Andersen
 The Six Sigma Way Team Fieldbook
by Peter S. Pande, Robert P. Neuman, Roland R. Cavanagh
 Six Sigma Memory Jogger
www.goalopc.com
Stephanie Lum
Servco Pacific, Inc.
(808) 564-2020
Martha Samson
Servco Pacific, Inc.
(808) 564-2019