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Project Quality Management

Lecture 05
By

Imran Sarvar Khan

Lecturer CUST
 Today Lecture
Expert Judgment

Data Gathering

Data Analysis

Data Representation

Test and Inspection Planning

Meetings

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 Expert Judgment

• Judgment provided based upon expertise in an application area,

knowledge area, discipline, industry etc. as appropriate for the activity
being performed.
• Expertise should be considered from individuals or groups with specialized
knowledge or training in the following area:

• Quality Assurance
• Quality Control
• Quality Measurements
• Quality improvements
• Quality systems

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 Data Gathering

Process of assessing and collecting data about any project, problem, solution, etc.

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 Data Gathering (Benchmarking)
Benchmarking is a structured process for comparing your organization’s work
practices (Projects) to the best similar practices (Projects) you can identify in
your organization and other organizations and then incorporating the best ideas
into your own processes.

Breakthrough
improvements

WHEN

Process well Need fresh

understood ideas from
and under other
control organizations

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 Benchmarking Procedure
1. Define a tightly focused subject of the benchmarking study.
2. Form a cross-functional team.
3. Study your own process.
4. Identify your projects and partner organizations that may have best
practices.
5. Collect information directly from your best projects and partner
organizations.
6. Compare the collected data, both numeric and descriptive.
7. Determine gaps between your performance measurements and those of
your partners.
8. Determine the differences in practices that cause the gaps.
9. Develop goals for your organization’s process.
10. Develop action plans to achieve those goals.
11. Implement and monitor plans.
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 Influence on benchmarking and its outcomes

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 Data Gathering (Brainstorming)

A problem-solving tool that teams use to generate as many ideas as possible

related to a particular subject. Team members begin by offering all their ideas;
the ideas are not discussed or reviewed until after the brainstorming session.

It is a method for generating a large number of creative ideas in a short period

of time.

Participation of the
A broad range of Creative, original
entire group is
options is desired ideas are desired
desired

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 Brainstorming Procedure (Free form)

1. Review the rules of brainstorming with the entire group:

a) No criticism, no evaluation, no discussion of ideas.
b) There are no stupid ideas. The wilder the better.
c) All ideas are recorded.
d) Piggybacking is encouraged: combining, modifying, expanding others’
ideas.
2. Review the topic or problem to be discussed.
3. Allow a minute or two of silence for everyone to think about the question.
4. Invite people to call out their ideas. Record all ideas.
5. Continue to generate and record ideas until several minutes’ silence
produces no more.

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 Brainstorming Types

Round robin
brainstorming

Charette Wildest idea

procedure brainstorming

Double
Star bursting
reversal

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 Brainstorming Procedure (Round Robin)

When:
Dominant group members stifle other members’ ideas.

Procedure:
1. At step 4,
a) go around the group and have each person in turn say one idea. If they
have no ideas on that turn, they may pass. Stop the brainstorming when
everyone passes.

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 Brainstorming Procedure (Wildest Idea)

When:
a) To rekindle ideas when people are running out
b) To spark creativity when the ideas previously generated are unimaginative

Procedure:
1. In step 4, allow only outrageous and unrealistic ideas.
2. After step 5, ask the group to look at the ideas and see if they can be
modified into realistic ones

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 Brainstorming Procedure (Double Reversal)
When:
a) Purpose is to develop problem solutions
b) People are running out of ideas, to rekindle their imaginations
c) The ideas previously generated are unimaginative, to spark creativity
Procedure:
1. Review the rules of brainstorming with the entire group.
2. Review the topic or problem to be discussed.
3. Reverse the topic statement so that you’re thinking about its opposite
4. Allow a minute or two of silence for everyone to think about the question.
5. Invite people to call out their ideas for making the problem worse.
6. Continue to generate and record ideas until several minutes’ silence
produces no more.
7. Look at each idea and reverse it. Does the reversed statement lead to any
new ideas? On a separate flipchart page, capture the reversal and any new
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ideas.
 Brainstorming Procedure (Starbursting)
When:
a) To identify potential problems with previously brainstormed ideas
b) To identify issues that must be considered before implementing an idea
c) To identify concerns about various ideas when trying to narrow a list of
possibilities

Procedure:
1. Either display a list of previously brainstormed ideas or identify one idea that
will be the focus.
2. Have people call out questions they think need to be answered.

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 Brainstorming Procedure (Charrette Procedure)
When:
a) A large group must develop ideas about several facets of a problem or
project

Procedure
1. Before the meeting, determine how many people will be present and plan for
breaking into small groups of five to eight people each. Appoint as many
facilitators as there will be small groups.

2. Determine in advance, perhaps with a small planning group, what issues

need to be brainstormed. Assign an issue to each facilitator. If there are
more small groups than issues, some issues will be assigned to more than
one facilitator. Do not assign more than one issue to a facilitator.

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 Brainstorming Procedure (Charrette Procedure)

3. In the meeting, divide the participants into the small groups. Direct each
group to sit together in a circle, with a facilitator and a flipchart. Announce a
time limit for this activity.
4. Each group brainstorms ideas related to the facilitator’s topic.
5. When the allotted time is up, each facilitator rotates to another group.
6. Each facilitator reviews with the new group the topic and the ideas already
generated.
7. Repeat steps 5 and 6 until all groups have discussed every issue. If some
groups discuss an issue more than once, that’s okay.
8. During the last rotation, the group should identify the most significant ideas.
9. Everyone comes back together in a large group. Each facilitator displays his
or her flipchart and summarizes the ideas generated.

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 Data Gathering (Interviews)

Interviews are used to elicit information from stakeholders by talking directly to

them. Interviewing experienced project participants or subject matter experts
can help in identifying requirements, risks, project constraints, acceptance
criteria, quality needs and expectations, etc.

Interviews are very useful when you want to collect confidential information.
An interview can either be
Structured,
Semi-structured or
Unstructured.

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 Telephonic Interviews

When:
1. Most possible answers to the questions are known
2. Data are needed quickly
3. A high response rate is needed
4. People resources are available for making calls

Procedure:
1. Print the interviewers’ question list
2. Make one copy for each interview to be conducted. Also prepare a table with
required information.
3. Fill out the table as per collected information

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 Face to Face Interviews

When:
1. The group to be surveyed is small
2. Ample resources are available
3. Possible answers to the questions are not known
4. the questions to be asked are sensitive
5. the people to be surveyed are high-ranking, important, or otherwise
deserving of special attention
6. close to 100 percent response rate is needed
Procedure:
1. Almost all the questions should be open-ended.
2. Print the interviewers’ question list
3. Make four contacts with each interviewee
Letter, Phone, Interview, Thank you
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 THANK YOU VERY MUCH
FOR YOUR TIME.

Imran Sarvar Khan

E-mail: [email protected]