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Computing 3 Management
Lecture 5
Managing IT Project: Quality
Semester 1, 2021 Dr Rabiul Hasan
The University of Sydney
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Source:
Schwalbe, K, Information Technology Project Management (9th Edition). Cengage Learning, 2019

Recapture From Lecture 4
We discussed Managing IT Project: Cost
 All About Costs
 Planning Cost
 Determining Budget  EVM
The University of Sydney
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Where Are We Now ? — Course map
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What Will We Do Today ?
 Lecture
– What is Quality
– Plan Quality Management – Perform Quality Assurance – Control Quality
 Case Study Analysis: Scope & Cost (uploaded on Canvas, week 5)  Class activities
– Critical Thinking / Problem Solving – Tools to use: https://padlet.com
https://answergarden.ch
 Assessment – Test:
– Assignment:
 Announcement (if any): ?
The University of Sydney
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Learning Objectives
 Discuss the concept of project quality
 Describe quality management overview
 Discuss the basic tools and techniques for quality control, Six Sigma, and Testing
 Describe how the cost of quality, organizational influences of workplace, and maturity models relate to improving quality of IT projects
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Defining Project Quality
 “The degree to which a set of inherent characteristics fulfils requirements” (ISO9000:2000), defined by ISO (The International Organization for Standardization)
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Understanding Quality– Expert Views  Quality is based on:
– Control to requirements: The project’s processes and products meet written specifications
– Fitness for use: A product can be used as it was intended
The University of Sydney
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Understanding Quality– Expert Views
 Experts define quality as – way of life
– continuous improvement
– getting things right first time
– meet or exceed clients’ expectations
The University of Sydney (Geraldi et al., 2011) Page 8

Understanding Quality– Expert Views
“Quality is a framework of culture, behaviours, processes and tools that support consistently meeting the commitments to my client, my corporation, my people, and myself.”
The University of Sydney (Geraldi et al., 2011) Page 9

Who to manage “ Project Quality”?
 ___________ is ultimately responsible for quality management in IT projects
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Project Quality Management Overview
The University of Sydney
Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition
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Project Quality Management Processes
 Processes include:
– PlanQualityManagement:Identifyingwhichqualitystandardsare
relevant to the project and how to satisfy them
– PerformQualityAssurance:Periodicallyevaluatingoverallproject performance to ensure the project will satisfy the relevant quality standards
– ControlQuality:Monitoringspecificprojectresultstoensurethatthey comply with the relevant quality standards
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Plan Quality Management
 Plan Quality Management is the process of identifying quality requirements and/or standards for the project and its deliverables and documenting how the project will demonstrate compliance with relevant quality requirements.
The University of Sydney Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 13

Plan Quality Management – Cost-Benefit Analysis
 Meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability.
 A cost-benefit analysis for each quality activity compares the cost of the quality step to the expected benefit.
The University of Sydney Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 14

Plan Quality Management – Cost of Quality  Software bugs cost:
– The U.S. economy about $60 billion each year and that one third of the bugs could be eliminated by an improved testing infrastructure
– How much cost for Australia ?
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Plan Quality Management – Cost of Quality
 The Cost of Quality can be widely distributed in two
categories:
– Costs of conformance (costs of control)
– Costs of non-conformance (costs of failure of control)
The University of Sydney (Jameel & Waheed, 2010) Page 16

Plan Quality Management – Cost of Quality
The University of Sydney Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 17

Plan Quality Management – Use Basic Quality Tools (a) Cause-and-Effect Diagram
 Also known as fishbone or Ishikawa diagrams
 Cause-and-effect diagrams trace complaints about quality
problems back to the responsible production operations  They help you find the root cause of a problem
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Plan Quality Management – Use Basic Quality Tools (a) Cause-and-Effect Diagram
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Plan Quality Management – Use Basic Quality Tools (b) Quality Control Chart
 A control chart is 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 allow you to determine whether a process is in control or out of control
 The seven run rule states that if seven data points in a row are all below the mean, above the mean, or are all increasing or decreasing, then the process needs to be examined for non- random problems
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Plan Quality Management – Use Basic Quality Tools (b) Quality Control Chart
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Plan Quality Management – Use Basic Quality Tools (c) Checksheet
 A checksheet is used to collect and analyze data
 It is sometimes called a tally sheet or checklist, depending on its
format
 In the example, most complaints arrive via text message, and there are more complaints on Monday and Tuesday than on other days of the week
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Plan Quality Management – Use Basic Quality Tools (d) Flowcharts
 Flowcharts are graphic displays of the logic and flow of processes that help you analyze how problems occur and how processes can be improved
 They show activities, decision points, and the order of how information is processed
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Plan Quality Management – Use Basic Quality Tools (d) Flowcharts
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Plan Quality Management – Use Basic Quality Tools (e) Scatter diagram
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Plan Quality Management – Use Basic Quality Tools (f) Histogram
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Plan Quality Management – Use Basic Quality Tools (g) Pareto Chart/Diagram
 Identify and prioritize problem areas
 Pareto analysis is also called the 80-20 rule, meaning that 80
percent of problems are often due to 20 percent of the causes
The University of Sydney Page 27

Other Quality Tools — Six Sigma
 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
 Target to achieve no more than 3.4 defects per million opportunities
 Training and Certification follow the “Belt” system (Master Black, Black, Green, Yellow, and White Belt)
The University of Sydney (Pande et al., 2000) Page 28

Other Quality Tools – Six Sigma
 Six Sigma projects normally follow a five-phase
improvement process called DMAIC  DMAIC stands for:
• Define: Define the problem/opportunity, process, and customer requirements
• Measure:Definemeasures,thencollect,compile,anddisplaydata
• Analyze: Examine process details to find improvement opportunities
• Improve: Generate solutions and ideas for improving the problem
• Control: Track and verify the stability of the improvements and the predictability of the solution
The University of Sydney Page 29

Other Quality Tools – Six 9s of Quality
 Six 9s of quality is a measure of quality control equal to 1
fault in 1 million opportunities
 For instance — 99.9999 % service availability for a system or
30 seconds of down time a year
The University of Sydney Page 30

Perform Quality Assurance
 Perform Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.
The University of Sydney Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 31

Perform Quality Assurance – Quality Audits
 A quality audit is a structured, independent process to determine if project activities comply with organizational and project policies, processes, and procedures.
 The objectives may include:
– Identify all good and best practices being implemented;
– Identify all nonconformity (unconventional), gaps, and shortcomings;
– Share good practices introduced or implemented;
– Proactively offer assistance in a positive manner;
– Highlight contributions of each audit in the lessons learned repository of the organization
The University of Sydney Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 32

Control Quality
 Control Quality is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.
The University of Sydney Source: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fifth Edition Page 33

Quality Control Strategy — Testing
 Testing should be done during almost every phase of the IT
product development life cycle.
 Testing does not sufficiently prevent software defects because:
– The number of ways to test a complex system is huge
– Users will continue to invent new ways to use a system that its developers never considered
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Quality Control Strategy — Testing
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Quality Control Strategy — Types of Tests
 Unit testing tests each individual component to ensure it is as
defect-free as possible
 Integration testing occurs between unit and system testing to test functionally grouped components
 System testing tests the entire system as one entity
 User acceptance testing is an independent test performed
by end users prior to accepting the delivered system
The University of Sydney Page 36

Quality Standards— ISO 9000
 ISO 9000 is a quality system standard that:
– Consists three-parts: continuous cycle of planning, controlling, and documenting quality in an organization
– Provides minimum requirements needed for an organization to meet its quality certification standards
– Helps organizations around the world reduce costs and improve customer satisfaction
The University of Sydney Page 37

Project Workplace and Quality
 No correlation between productivity and programming language, years of experience, or salary.
 A dedicated workspace and a quiet work environment were key factors to improving programmer productivity
The University of Sydney Page 38

Maturity Models – CMMI & OPM3
 Maturity models are frameworks for helping organizations
improve their processes and systems
 The Software Engineering Institute’s Capability Maturity Model Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes
 PMI released the Organizational Project Management Maturity Model (OPM3) in December 2003
The University of Sydney Page 39

Maturity Models — CMMI Levels
 CMMI levels, from lowest to highest, are: – Incomplete
– Performed
– Managed
– Defined
– Quantitatively Managed – Optimizing
 Companies may not get to bid on government projects unless they have a CMMI Level 3
The University of Sydney
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Class Exercise 1:
Project Case Analysis – Transport for NSW
 Case study/scenario analysis from Canvas in week 5 module https://canvas.sydney.edu.au/courses/31328/files/15740281?module_item_id=1153
070
Q: What did you learn in terms of project cost management? Q: What did you learn in terms of project scope management?
 Room 1 response: https://docs.google.com/document/d/1TC08lIaVuElEuTuuI6ZZsEO4QzOHijPFN
2q6CrITIqw/edit?usp=sharing
 Room 2 response: https://docs.google.com/document/d/1Cg2FZ9ugYLRXpnceT-
ntjJBHbhNbQ_Za8cle67l3a5U/edit?usp=sharing
The University of Sydney Page 41

Class Exercise 2:
Project Case Analysis – Transport for NSW
 Explore the site https://www.transport.nsw.gov.au/
Q: What did you learn from the Transport for NSW in terms of IT projects?
Room 1 response
https://docs.google.com/document/d/1tX_MRRW4lqnXKzsbrk2ZVZuXaevVMV 0k8z85NoNVWIo/edit?usp=sharing
Room 2 response
https://docs.google.com/document/d/1Wvllcb- xKcCwFd9XRgfh4nkil9cYxCzXMxzguwxjqnQ/edit?usp=sharing
The University of Sydney Page 42

Class Exercise 3: IT Project for Town of Eden Bay
 Background: Eden Bay is a medium-sized municipality. The town has grown rapidly, and so has the demand for town services. Eden Bay currently own 90 vehicles, which the town’s equipment department maintains. The fleet includes police cars, sanitation trucks, and other vehicles assigned to town employees. The maintenance budget has risen sharply in recent years, and people are asking whether the town should continue to perform its own maintenance or outsource it to private firms.
 Your role: You are assigned as an IT project manager reporting to Dawn, the town’s IT manager. This morning, Dawn called you into her office to discuss the situation. A summary of her comments follows:
 “Dawn (IT manager): When I came here two years ago, I was told that Eden Bay had a computerised information system for vehicle maintenance. What I found was a spreadsheet designed by a part-time employee as a quick answer to a complex problem. It’s probably better than no system at all, but what we really need is a new information system to meet our current and future needs. I want you to develop a
proposal for a new system.” The University of Sydney
(Case adapted from Tilley and Rosenblatt 2017)
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Class Exercise 3: IT Project for Town of Eden Bay  How would you assure the quality of the system?
 What could be the acceptance criteria for achieving the desired quality of this project?
 Write your response here: https://docs.google.com/document/d/1xFG_17GjbXn4Q3FWw2IH-
MrvQ2B3PsiE-O-Kmk_fu5Y/edit?usp=sharing
The University of Sydney
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Announcement
 All templates were uploaded on Canvas last week
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Discussion on Group Projects
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Lecture Summary
 Project quality management ensures that the project will satisfy the needs for which it was undertaken
 Main processes include: – Plan quality
– Perform quality assurance – Perform quality control
The University of Sydney
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