1he 8aslcs of ro[ecL CuallLy ManagemenL

31 uecember 2010 CS1Lu by !essle Warner

SPA8L



1he knowledge area of pro[ecL quallLy managemenL lncludes Lhe organlzaLlonal processes LhaL
deLermlne quallLy pollcles ob[ecLlves and responslblllLles 1he M8Ck ldenLlfles Lhree processes for
quallLy managemenL
-CuallLy lannlng
-CuallLy Assurance
-CuallLy ConLrol

CuallLy lannlng

A good quallLy plan sLarLs wlLh a clear deflnlLlon of Lhe goal of Lhe pro[ecL WhaL ls Lhe producL or
dellverable supposed Lo accompllsh? WhaL does lL look llke? WhaL ls lL supposed Lo do? Pow do you
measure cusLomer saLlsfacLlon? Pow do you deLermlne wheLher or noL Lhe pro[ecL was successful?

Answerlng Lhese quesLlons and oLhers wlll help you ldenLlfy and deflne quallLy goals allowlng you Lo
dlscuss Lhe approach and plans needed Lo achleve Lhose goals 1hls lncludes assesslng Lhe rlsks Lo
success seLLlng hlgh sLandards documenLlng everyLhlng and deflnlng Lhe meLhods and LesLs Lo achleve
conLrol predlcL and verlfy success 8e sure Lo lnclude quallLy managemenL Lasks ln Lhe pro[ecL plan and
delegaLe Lhese Lasks Lo work groups and/or lndlvlduals who wlll reporL and Lrack quallLy meLrlcs

CuallLy Assurance

CuallLy assurance LesLs use a sysLem of meLrlcs Lo deLermlne wheLher or noL Lhe quallLy plan ls
proceedlng ln an accepLable manner 8y uslng boLh quallLaLlve and quanLlLaLlve meLrlcs you can
effecLlvely measure pro[ecL quallLy wlLh cusLomer saLlsfacLlon 1hese LesLs or quallLy audlLs wlll help you
predlcL and verlfy Lhe achlevemenL of goals and ldenLlfy need for correcLlve acLlons AddlLlonally quallLy
assurance LesLs wlll help you map quallLy meLrlcs Lo quallLy goals allowlng you Lo reporL on Lhe sLaLus of
quallLy aL perlodlc pro[ecL revlew meeLlngs

CuallLy ConLrol

CuallLy conLrol lnvolves operaLlonal Lechnlques meanL Lo ensure quallLy sLandards 1hls lncludes
ldenLlfylng analyzlng and correcLlng problems Whlle quallLy assurance occurs before a problem ls
ldenLlfled quallLy conLrol ls reacLlonary and occurs afLer a problem has been ldenLlfled

CuallLy conLrol monlLors speclflc pro[ecL ouLpuLs and deLermlnes compllance wlLh appllcable sLandards
lL also ldenLlfles pro[ecL rlsk facLors Lhelr mlLlgaLlon and looks for ways Lo prevenL and ellmlnaLe
unsaLlsfacLory performance



CuallLy ManagemenL rocess

1hls

CuallLy ManagemenL rocess
wlll help you Lo lmprove Lhe quallLy of your Leam dellverables

lL also helps you Lo lmplemenL a CuallLy Assurance rocess Lo boosL confldence ln Lhe quallLy of your
ouLpuLs

8y lmplemenLlng quallLy managemenL ln your organlzaLlon you can boosL Lhe quallLy of your
dellverables and achleve LoLal success



1hls CuallLy ManagemenL rocess wlll help you Lo
SeL CuallLy 1argeLs Lo be meL by your Leam
ueflne how Lhose quallLy LargeLs wlll be measured
1ake Lhe acLlons needed Lo measure quallLy
ldenLlfy quallLy lssues and lmprovemenLs
8eporL on Lhe overall level of quallLy achleved

8y uslng Lhls CuallLy ManagemenL rocess you can
erform CuallLy Assurance
underLake CuallLy ConLrol
lnlLlaLe CuallLy lmprovemenL
lmplemenL CuallLy ManagemenL

A CuallLy ManagemenL rocess ls crlLlcal process wlLhln any buslness as lL helps you Lo ensure LhaL Lhe
dellverables produced acLually meeL Lhe requlremenLs of your cusLomer 1hls CuallLy ManagemenL
rocess wlll help you Lo lmprove Lhe quallLy of your dellverables Loday



WhaL ls a CuallLy ManagemenL rocess?

A CuallLy ManagemenL rocess ls a seL of procedures LhaL are followed Lo ensure LhaL Lhe dellverables
produced by a Leam are flL for purpose 1he sLarL of Lhe CuallLy ManagemenL rocess lnvolves seLLlng
quallLy LargeLs whlch are agreed wlLh Lhe cusLomer A CuallLy Assurance rocess and CuallLy ConLrol
rocess are Lhen underLaken Lo measure and reporL Lhe acLual quallLy of dellverables As parL of Lhe
CuallLy ManagemenL rocess any quallLy lssues are ldenLlfled and resolved qulckly

When do l use a CuallLy ManagemenL rocess?

?ou should lmplemenL a CuallLy ManagemenL rocess any Llme LhaL you wanL Lo lmprove Lhe quallLy of
your work WheLher you are produclng dellverables as parL of a pro[ecL or operaLlonal Leam an effecLlve
quallLy managemenL and quallLy assurance process wlll be beneflclal 8y lmplemenLlng Lhls CuallLy
ManagemenL rocess you can ensure LhaL your Leams ouLpuLs meeL Lhe expecLaLlons of your
cusLomer



ManagemenL


Pome
AbouL uonna 8lLLer CerLlfled M




ro[ecL CuallLy MangemenL

ro[ecL CuallLy ManagemenL ls one of Lhe mosL lmporLanL processes ln Lhe Llfe Cycle Lo deLermlne Lhe
pro[ecL ls on Lrack 1esLs performed durlng Lhe quallLy process musL map dlrecLly Lo a requlremenL lf
noL Lhe process needs Lo be reexamlned CuallLy processes lnclude all Lhe acLlvlLles of Lhe performlng
organlzaLlon LhaL deLermlne quallLy pollcles ob[ecLlves and responslblllLles so LhaL Lhe pro[ecL wlll
saLlsfy Lhe needs for whlch lL was underLaken lL lmplemenLs Lhe quallLy managemenL sysLem Lhrough
Lhe pollcy procedures and processes of quallLy plannlng quallLy assurance and quallLy conLrol wlLh
conLlnuous process lmprovemenL acLlvlLles conducLed LhroughouL as approprlaLe CuallLy ManagemenL
ls ofLen managed anoLher manager and care has Lo be Laken Lo make sure your pro[ecL has Lhe quallLy
englneerlng resources requlred Lo do Lhe [ob 1haL ls one reason l am sLrlcL abouL maklng good
relaLlonshlps wlLh everyone ln Lhe pro[ecL Leam 1hls goes double when your resources are ln a maLrlx
organlzaLlon and noL reporLlng Lo you



CuallLy lannlng ldenLlfylng whlch quallLy sLandards are relevanL Lo Lhe pro[ecL and deLermlnlng how Lo
saLlsfy Lhem



erform CuallLy Assurance applylng Lhe planned sysLemaLlc quallLy acLlvlLles Lo ensure LhaL Lhe pro[ecL
employs all processes needed Lo meeL requlremenLs



erform CuallLy ConLrol monlLorlng speclflc pro[ecL resulLs Lo deLermlne wheLher Lhey comply wlLh
relevanL quallLy sLandards and ldenLlfylng ways Lo ellmlnaLe causes of unsaLlsfacLory performance



1hese processes lnLeracL wlLh each oLher and wlLh Lhe processes ln Lhe oLher knowledge Areas as well
Lach process can lnvolve efforL from one or more people or groups of people based on Lhe needs of Lhe
pro[ecL Lach process occurs aL leasL once ln every pro[ecL and occurs ln one or more pro[ecL phases lf
Lhe pro[ecL ls dlvlded lnLo phases AlLhough Lhe processes are presenLed here as dlscreLe elemenLs wlLh
welldeflned lnLerfaces ln pracLlce Lhey may overlap and lnLeracL ln ways noL deLalled here



1he baslc approach Lo quallLy managemenL descrlbed ln Lhls secLlon ls lnLended Lo be compaLlble wlLh
LhaL of Lhe lnLernaLlonal CrganlzaLlon for SLandardlzaLlon (lSC) 1hls generallzed approach should also
be compaLlble wlLh proprleLary approaches Lo quallLy managemenL such as Lhose recommended by
uemlng !uran Crosby and oLhers and nonproprleLary approaches such as 1oLal CuallLy ManagemenL
(1CM) Slx Slgma lallure Mode and LffecL Analysls ueslgn 8evlews volce of Lhe CusLomer CosL of
CuallLy (CCC) and ConLlnuous lmprovemenL



ro[ecL CuallLy ManagemenL musL address Lhe managemenL of Lhe pro[ecL and Lhe producL of Lhe
pro[ecL Whlle ro[ecL CuallLy ManagemenL applles Lo all pro[ecLs regardless of Lhe naLure of Lhelr
producL producL quallLy measures and Lechnlques are speclflc Lo Lhe parLlcular Lype of producL
produced by Lhe pro[ecL



lor example quallLy managemenL of sofLware producLs enLalls dlfferenL approaches and measures Lhan
nuclear power planLs whlle ro[ecL CuallLy ManagemenL approaches apply Lo boLh ln elLher case
fallure Lo meeL quallLy requlremenLs ln elLher dlmenslon can have serlous negaLlve consequences for
any or all of Lhe pro[ecL sLakeholders lor example



- MeeLlng cusLomer requlremenLs by overworklng Lhe pro[ecL Leam may produce negaLlve
consequences ln Lhe form of lncreased employee aLLrlLlon unfounded errors or rework

- MeeLlng pro[ecL schedule ob[ecLlves by rushlng planned quallLy lnspecLlons may produce negaLlve
consequences when errors go undeLecLed

CuallLy ls Lhe degree Lo whlch a seL of lnherenL characLerlsLlcs fulflll requlremenLs" SLaLed and lmplled
needs are Lhe lnpuLs Lo developlng pro[ecL requlremenLs A crlLlcal elemenL of quallLy managemenL ln
Lhe pro[ecL conLexL ls Lo Lurn sLakeholder needs wanLs and expecLaLlons lnLo requlremenLs Lhrough
SLakeholder Analysls performed durlng ro[ecL Scope ManagemenL



CuallLy and grade are noL Lhe same Crade ls a caLegory asslgned Lo producLs or servlces havlng Lhe
same funcLlonal use buL dlfferenL Lechnlcal characLerlsLlcs Low quallLy ls always a problem low grade
may noL be lor example a sofLware producL can be of hlgh quallLy (no obvlous defecLs readable
manual) and low grade (a llmlLed number of feaLures) or of low quallLy (many defecLs poorly organlzed
user documenLaLlon) and hlgh grade (numerous feaLures) 1he pro[ecL manager and Lhe pro[ecL
managemenL Leam are responslble for deLermlnlng and dellverlng Lhe requlred levels of boLh quallLy
and grade



reclslon and accuracy are noL equlvalenL reclslon ls conslsLency LhaL Lhe value of repeaLed
measuremenLs are clusLered and have llLLle scaLLer Accuracy ls correcLness LhaL Lhe measured value ls
very close Lo Lhe Lrue value reclse measuremenLs are noL necessarlly accuraLe A very accuraLe
measuremenL ls noL necessarlly preclse 1he pro[ecL managemenL Leam musL deLermlne how much
accuracy/preclslon or boLh are requlred



CusLomer saLlsfacLlon undersLandlng evaluaLlng deflnlng and managlng expecLaLlons so LhaL
cusLomer requlremenLs are meL 1hls requlres a comblnaLlon of conformance Lo requlremenLs (Lhe
pro[ecL musL produce whaL lL sald lL would produce) and flLness for use (Lhe producL or servlce musL
saLlsfy real needs)

- revenLlon over lnspecLlon 1he cosL of prevenLlng mlsLakes ls generally a loL less Lhan Lhe cosL of
correcLlng Lhem as revealed by lnspecLlon lL ls sald LhaL Lhe cosL of a bug rlses exponenLlally as Lhe
pro[ecL reaches compleLlon 1hlnk of how much more a problem cosLs lf lL reaches Lhe fleld and a new
release has Lo be manufacLured Lo flx lL 1hls noL only cosLs ln Lhe obvlous dollars buL also ln Lhe
repuLaLlon of Lhe flrm dellverlng Lhe producL especlally ln shops LhaL run 24*7

- ManagemenL responslblllLy Success requlres Lhe parLlclpaLlon of all members of Lhe Leam buL lL
remalns Lhe responslblllLy of managemenL Lo provlde Lhe resources needed Lo succeed

- ConLlnuous lmprovemenL 1he plandocheckacL cycle ls Lhe basls for quallLy lmprovemenL (as deflned
by ShewharL and modlfled by uemlng ln Lhe ASC Pandbook pages 1314 Amerlcan SocleLy for CuallLy
1999) ln addlLlon quallLy lmprovemenL lnlLlaLlves underLaken by Lhe performlng organlzaLlon such as
1CM and Slx Slgma can lmprove Lhe quallLy of Lhe pro[ecL's managemenL as well as Lhe quallLy of Lhe
pro[ecL's producL rocess lmprovemenL models lnclude Malcolm 8aldrlge CMM and CMMlSM

1he cosL of quallLy refers Lo Lhe LoLal cosL of all efforLs relaLed Lo quallLy

ro[ecL declslons can lmpacL operaLlonal cosLs of quallLy as a resulL of producL reLurns warranLy clalms
and recall campalgns Powever Lhe Lemporary naLure of Lhe pro[ecL means LhaL lnvesLmenLs ln producL
quallLy lmprovemenL especlally defecL prevenLlon and appralsal can ofLen be borne by Lhe acqulrlng
organlzaLlon raLher Lhan Lhe pro[ecL slnce Lhe pro[ecL may noL lasL long enough Lo reap Lhe rewards

CosL8eneflL Analysls CuallLy plannlng musL conslder cosLbeneflLs Lradeoffs 1he prlmary beneflL of
meeLlng quallLy requlremenLs ls less rework whlch means hlgher producLlvlLy lower cosLs and
lncreased sLakeholder saLlsfacLlon 1he prlmary cosL of meeLlng quallLy requlremenLs ls Lhe expense
assoclaLed wlLh ro[ecL CuallLy ManagemenL acLlvlLles

8enchmarklng

8enchmarklng lnvolves comparlng acLual or planned pro[ecL pracLlces Lo Lhose of oLher pro[ecLs Lo
generaLe ldeas for lmprovemenL and Lo provlde a basls by whlch Lo measure performance 1hese oLher
pro[ecLs can be wlLhln Lhe performlng organlzaLlon or ouLslde of lL and can be wlLhln Lhe same or ln
anoLher appllcaLlon area

ueslgn of LxperlmenLs

ueslgn of experlmenLs (uCL) ls a sLaLlsLlcal meLhod LhaL helps ldenLlfy whlch facLors may lnfluence
speclflc varlables of a producL or process under developmenL or ln producLlon lL also plays a role ln Lhe
opLlmlzaLlon of producLs or processes 1hlnk of Lhe sclenLlflc meLhod

An example ls where an organlzaLlon can use uCL Lo reduce Lhe senslLlvlLy of producL performance Lo
sources of varlaLlons caused by envlronmenLal or manufacLurlng dlfferences 1he mosL lmporLanL aspecL
of Lhls Lechnlque ls LhaL lL provldes a sLaLlsLlcal framework for sysLemaLlcally changlng all of Lhe
lmporLanL facLors lnsLead of changlng Lhe facLors one aL a Llme 1he analysls of Lhe experlmenLal daLa
should provlde Lhe opLlmal condlLlons for Lhe producL or process hlghllghLlng Lhe facLors LhaL lnfluence
Lhe resulLs and reveallng Lhe presence of lnLeracLlons and synerglsms among Lhe facLors lor example
auLomoLlve deslgners use Lhls Lechnlque Lo deLermlne whlch comblnaLlon of suspenslon and Llres wlll
produce Lhe mosL deslrable resulLs ln Lhe Llme glven

CosL of CuallLy (CCC)

CuallLy cosLs are Lhe LoLal cosLs lncurred by lnvesLmenL ln prevenLlng nonconformance Lo requlremenLs
appralslng Lhe producL or servlce for conformance Lo requlremenLs and falllng Lo meeL requlremenLs
(rework) lallure cosLs are ofLen caLegorlzed lnLo lnLernal and exLernal lallure cosLs are also called cosL
of poor quallLy

AddlLlonal CuallLy lannlng 1ools

CLher quallLy plannlng Lools are also ofLen used Lo help beLLer deflne Lhe slLuaLlon and help plan
effecLlve quallLy managemenL acLlvlLles 1hese lnclude bralnsLormlng afflnlLy dlagrams force fleld
analysls nomlnal group Lechnlques maLrlx dlagrams flowcharLs and prlorlLlzaLlon maLrlces



As you can see quallLy ls a maln componenL of cusLomer saLlsfacLlon and Lo Lhe boLLom llne A bug
found early can save a company mllllons of dollars!



1 2003 ro[ecL ManagemenL lnsLlLuLe lour Campus 8oulevard newLown Square A 190733299
uSA 3


ln18CuuC1lCn

1hls chapLer seLs forLh requlremenLs and procedures for esLabllshlng a ro[ecL CuallLy ManagemenL
rogram

CuallLy requlremenLs for unlverslLy consLrucLlon pro[ecLs are esLabllshed flrsL by 1he 8egenLs nexL by
Lhe resldenL and Lhen by Lhe laclllLles CuallLy ls measured as conformance Lo requlremenLs
esLabllshed by faclllLles managemenL personnel ro[ecL quallLy ls ulLlmaLely appralsed by Lhe laclllLy
cllenL

71 8CC8AM CCALS

1he goal of a ro[ecL CuallLy ManagemenL rogram ls Lo ensure LhaL Lhe deslgn and consLrucLlon of a
pro[ecL meeL Lhe quallLy requlremenLs esLabllshed by a laclllLy 1o accompllsh Lhls goal faclllLles
managemenL personnel should perform Lhe followlng funcLlons for Lhe pro[ecL Leam ln order Lo ensure
Lhe deslred quallLy of Lhe consLrucLed pro[ecL


LsLabllsh requlremenLs (see 73)
8ulld Leamwork (see 74)
Supply resources (see 73)
LvaluaLe performance (see 76)
711 ro[ecL 1eam Members

1he pro[ecL Leam usually conslsLs of Lhe followlng prlnclpal parLles and Lhelr assoclaLes

Cwner (unlverslLy)


CllenL
Cwners 8epresenLaLlve
lannlng sLaff
rogrammlng sLaff
8udgeLlng sLaff
laclllLles managemenL sLaff
ro[ecL manager (unlverslLy employee)
ro[ecL manager (ouLslde professlonal)
ConsLrucLlon manager (ouLslde professlonal)
ueslgn rofesslonal


ArchlLecL or oLher deslgn professlonal
ArchlLecLs consulLanLs
unlverslLy deslgn consulLanLs
ConLracLors


ConsLrucLlon conLracLor
SubconLracLors
ro[ecL manager
ConsLrucLlon manager (acLlng as conLracLor)
72 8CC8AM SCCL

A ro[ecL CuallLy ManagemenL rogram lncludes Lhe followlng


CuallLy managemenL plannlng and lmplemenLlng pollcles procedures and requlremenLs
CuallLy conLrol ensurlng LhaL work ls belng performed and LhaL work ls belng checked prlor Lo lLs
accepLance
CuallLy assurance verlfylng LhaL quallLy conLrol Lasks are belng performed
ConLlnuous quallLy lmprovemenL conLlnually pursulng lmprovemenL ln Lhe quallLy of Lhe pro[ecL
process
CuallLy cosLs redolng a pro[ecL lLem even when Lhls lncreases Lhe lLems cosL
73 8CC8AM 8LCul8LMLn1S Anu 8CCLuu8LS

1he flrsL and mosL baslc sLep ln esLabllshlng a ro[ecL CuallLy ManagemenL rogram ls Lo formulaLe
wrlLLen requlremenLs LhaL speclfy Lhe roles and responslblllLles of pro[ecL parLlclpanLs 1he laclllLles
Manual esLabllshes baslc unlverslLy requlremenLs addlLlonal requlremenLs should be esLabllshed by Lhe
respecLlve laclllLy or by Lhe pro[ecL Leam Lhrough a parLnerlng efforL (see 741)

1he LoLal ro[ecL CuallLy ManagemenL rogram applles Lo Lhe followlng sequenLlal pro[ecL phases


lannlng
rogrammlng
8udgeLlng
ueslgn
ConsLrucLlon uocumenLs
8lddlng
ConsLrucLlon

74 1LAMWC8k

A ro[ecL CuallLy ManagemenL rogram should noL only address Lechnlcal lssues buL should also
address peoplerelaLed lssues and encourage Leamwork 1echnlcal lssues lnclude checkllsLs lnspecLlons
lnLerdlsclpllnary plan checks oLher revlews and value englneerlng eoplerelaLed lssues lnclude
encouraglng commlLmenL Lo Lhe pro[ecL bulldlng Leamwork deflnlng expecLaLlons and parLnerlng (see
741) CooperaLlon wlLhln Lhe pro[ecL Leam should be encouraged as early as posslble durlng Lhe pro[ecL
process

741 arLnerlng

ln Lhe conLexL of a ro[ecL CuallLy ManagemenL rogram parLnerlng means


ueflnlng expecLaLlons of Lhe unlverslLy (as Cwner) Lhe deslgn professlonal and Lhe conLracLor
8evlewlng procedures ensurlng LhaL procedures reflecL each pro[ecL Leam members expecLaLlons
8esolvlng confllcLs seLLlng up a mechanlsm early ln Lhe pro[ecL for resolvlng confllcLs and for perlodlc
progress revlews
73 8CC8AM 8LSCu8CLS

AL mlnlmum Lhe laclllLy should provlde Lhe budgeL personnel and Llme necessary Lo meeL quallLy
requlremenLs for each pro[ecL phase (see 73) 1hls Lask ls accompllshed Lhrough declslons made by
faclllLles managemenL sLaff

76 LvALuA1lCn 8? 1PL 8C!LC1 1LAM

uurlng or upon compleLlon of each pro[ecL phase and upon LoLal pro[ecL compleLlon members of Lhe
pro[ecL Leam should evaluaLe Lhe Leams performance as a whole ln evaluaLlng a pro[ecL for quallLy Lhe
pro[ecL Leam should


ueflne expecLaLlons
ueflne problems
ueLermlne whaL ls needed Lo recLlfy problems
LsLlmaLe needed resources
ueLermlne lf Lhe pro[ecL cosL or program needs reflnlng
erlodlc pro[ecL Leam evaluaLlons wlll assess Leam performance ln accompllshlng pro[ecL quallLy goals by
conslderlng Lhe Leams


LffecLlveness ln relaLlon Lo esLabllshed quallLy requlremenLs
Lfflclency (sLaylng wlLhln budgeL)
1lmellness (remalnlng on schedule)
Compllance wlLh lmposed consLralnLs as sLaLed ln pollcles procedures and programs
1eamwork
LvaluaLlons can be made by compleLlng evaluaLlon forms predeslgned wlLh quesLlons and daLaenLry
requesLs LhaL have been developed on an ob[ecLlve basls





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ro[ecL ManagemenL







Summary ro[ecL ManagemenL ls Lhe appllcaLlon of knowledge skllls Lools and Lechnlques Lo pro[ecL
acLlvlLles ln order Lo meeL or exceed sLakeholder needs and expecLaLlons from Lhe pro[ecL (Culde Lo
Lhe ro[ecL ManagemenL 8ook of knowledge 1996)
1able of conLenLs
ro[ecL ManagemenL ln SLylus
lnlLlaLlon and deflnlLlon
1eams
CommunlcaLlon
8lsk
ConflguraLlon
CuallLy
1lme
CosLs
rocesses


ro[ecL ManagemenL ln SLylus
ueflnlng pro[ecL success before you sLarL requlres crlLlcal and concepLual Lhlnklng A pro[ecL can be
concelved as a measured chaln of achlevemenLs and Lhls chaln ls creaLed by sLarLlng aL Lhe end of Lhe
pro[ecL 1hls lasL achlevemenL ln a pro[ecL ls whaL deflnes Lhe success of Lhe pro[ecL 1hls measuremenL
ls noL [usL a dellverable and a due daLe lL ls lnsLead a sLraLeglc resulL LhaL needs Lo be deflned wlLh clear
consulLaLlon wlLh Lhe sLakeholders

A pro[ecL manager aL SLylus plans and monlLors pro[ecLs Lo accompllsh goals wlLhln predlcLable quallLy
cosL and Llme 1he alm ls Lo bulld and dellver soluLlons LhaL exceed cusLomer expecLaLlons uslng well
deflned rellable flexlble economlcal and adapLable processes from endLoend ln our buslness cycles

LeLs Lalk abouL whaL pro[ecL managemenL ls all abouL

lnlLlaLlon and deflnlLlon phase 1he problem ls ldenLlfled avallable soluLlons are sLudled poLenLlal
soluLlons deLermlned and a pro[ecL brlef ls creaLed ln Lhls sLage A declslon ls made Lo ouLsource or work
on Lhe pro[ecL lnLernally As may be Lhe case Lhe servlce provlder and Lhe Leam members are Lhen
ldenLlfled

1he pro[ecL scope deflnes Lhe vlslon and Lhe endresulLs of Lhe pro[ecL A needs analysls documenL wlll
gaLher deLall lnformaLlon llke LargeL audlence Lechnology proflllng budgeL and schedule sLafflng and
rlsks A pro[ecL scope or proposal documenL ls Lhen developed as a deLalled proposal for meeLlng pro[ecL
needs 1he nexL sLep ls Lo Lhen negoLlaLe and slgn a conLracL and selecL a Leam Lo work on Lhe pro[ecL A
pro[ecL plan ls Lhen developed lL conLalns a descrlpLlon of Lhe pro[ecL managemenL acLlvlLles LhaL wlll
be necessary for Lhe execuLlon and conLrol of Lhe pro[ecL 1o undersLand our developmenL process ln
deLall cllck here

Some of Lhe ma[or roles LhaL a pro[ecL leader/manager plays are ln areas llke

1eam managemenL 1he pro[ecL leader/manager alms Lo creaLe an aLmosphere of a cooperaLlve and
effecLlve Leam culLure 1eam managemenL lncludes all Lhe processes LhaL are needed Lo ldenLlfy and
secure an effecLlve pro[ecL Leam ueLermlnlng where Lhe requlslLe sLaff can be obLalned and Lhen
ldenLlfylng Lhe roles and responslblllLles of each Leam member how Lhey communlcaLe wlLh each oLher
and bulld Lhe necessary rapporL undergo Lralnlng lf necessary resolve confllcLs and monlLor
performance levels are necessary Lo ensure Lhe effecLlveness of Lhe Leam

CommunlcaLlon managemenL LffecLlve communlcaLlon ln a pro[ecL beLween all Lhe sLakeholders and
Lhe pro[ecL Leam ls lmperaLlve as lL ensures LhaL Lhe sLakeholders galn and malnLaln a clear
undersLandlng of Lhe sLaLus of pro[ecLs progress 1hls could elLher be a weekly reporL on Lhe sLaLus on
Lhe rlsks lnvolved Lhe schedule and Lhe budgeL sLaLus and can be ln a documenLed formaL or handed
ouL or reporLed ln a meeLlng AL SLylus we hold lnformaLlon meeLlngs every Monday where all Lhe
pro[ecLs are reporLed abouL and explalned 1hls also ensures LhaL Lhe enLlre organlzaLlon ls aware of all
LhaL happens on Lhe pro[ecLs and pro[ecLrelaLed acLlvlLles wlLhln Lhe organlzaLlon

8lsk ManagemenL 1he pro[ecL plan usually conLalns a rlsk plan LhaL descrlbes sLraLegles and meLhods
used Lo ldenLlfy and avold rlsks LhroughouL Lhe llfe cycle of Lhe pro[ecL All klnds of rlsks are ldenLlfled
here buslness rlsks LhaL are assoclaLed wlLh Lhe naLure of Lhe work done or Lhe cllenL and Lhe LargeL
envlronmenL rlsks wlLhln Lhe pro[ecL and Lhe Leam envlronmenL and flnally Lechnlcal rlsks lnvolved wlLh
Lhe sysLem or oLher aspecLs of Lhe Lechnology of Lhe appllcaLlon

CuLsource your SofLware and Web uevelopmenL ro[ecLs Lo SLylus
Weve been ln Lhe buslness of sofLware and web appllcaLlon developmenL for Lhe pasL slx years and our
servlces lnclude cusLom sofLware developmenL webslLe deslgn developmenL web appllcaLlon
developmenL web enabllng legacy sysLems webslLe malnLenance and elearnlng soluLlons

Cur value roposlLlon our developmenL meLhodology our pro[ecL managemenL skllls and adherence
Lo hlgh quallLy and low rlsk soluLlons ConLacL us here lf you are lnLeresLed ln ouLsourclng pro[ecLs Lo
SLylus

ConflguraLlon managemenL ln any pro[ecL many verslons and flles are creaLed durlng Lhe pro[ecL and
Lhus lncreaslng Lhe number of verslons and componenLs of Lhe producL lL ls lmporLanL Lo ldenLlfy and
Lrack Lhese verslons and documenL how any changes made Lo Lhese documenLs wlll be handled and
reporLed All pro[ecL documenLaLlon pro[ecL hardware and sofLware and pro[ecL ouLpuLs are placed
under pro[ecL managemenL

CuallLy managemenL LvaluaLlon and LesLlng acLlvlLles conLrlbuLe Lo how Lhe flnal dellverable ln a
pro[ecL adheres Lo relevanL sLandards CuallLy of a package or dellverable doesnL mean checklng lL aL
Lhe end and ensurlng LhaL lL ls bug free lL also means quallLy ls Lracked rlghL Lhrough Lhe pro[ecL A
quallLy managemenL plan ls developed aL Lhe beglnnlng of Lhe pro[ecL and a quallLy check
represenLaLlve ls asslgned Lo a pro[ecL aL Lhe beglnnlng of Lhe pro[ecL

CuallLy assurance lmplles LhaL Lhe pro[ecL and lLs varlous phases are conLlnually Lracked and evaluaLed
ulfferenL klnds of pro[ecLs undergo varlous klnds of evaluaLlon and LesLlng procedures

ro[ecL 1lme managemenL ueveloplng procedures Lo manage acLlvlLles and Lhe schedule of a pro[ecL
lnvolve glvlng a deLalled schedule aL Lhe pro[ecL deflnlLlon sLage A work breakdown sLrucLure ls
developed based on Lhe proposal ln Lhe pro[ecL scope documenL and agreed Lo ln Lhe pro[ecL conLracL

1here are a range of pro[ecL managemenL Lechnlques LhaL are used Lo manage and Lrack Llme resources
and Lasks ln a pro[ecL AL SLylus SysLems we use an lnhouse sofLware called CperaLlons ManagemenL
SysLem LhaL doesnL [usL help manage pro[ecLs buL also funcLlons as an employee relaLlonshlp
managemenL Lool

CosL ManagemenL 1o ensure LhaL Lhe cosLs are malnLalned durlng Lhe pro[ecL Lhe pro[ecL manager wlLh
Lhe help of Lhe cllenL requlremenLs capLure Leam proposes Lhe budgeL and Lhe resources lnvolved ln Lhe
pro[ecL aL Lhe beglnnlng when Lhe scope of Lhe pro[ecL ls deflned 1hese budgeLs and schedules are
revlewed aL regular lnLervals especlally when dellverables are lLeraLlvely deflned ln a pro[ecL

1he ro[ecL 8rlef ls llkely Lo conLaln
-A sLaLemenL of Lhe Leachlng and learnlng problem

-A summary of Lhe lnLended ouLcomes of Lhe package you are developlng

-A brlef descrlpLlon of Lhe selecLed poLenLlal soluLlon

-8easons why Lhe soluLlon has been selecLed

-A dlscusslon of how you Lhlnk Lhls soluLlon wlll acLually work Lo solve Lhe problem

- A dlscusslon of oLher avallable soluLlons Lhelr sLrengLhs and weaknesses

- A descrlpLlon of who wlll beneflL from Lhe soluLlon and how
An analysls of Lhe vlews of Lhese sLakeholders

Cur pro[ecL leaders follow a wellesLabllshed pro[ecL leadershlp process LhaL beglns from a compleLe
preplannlng of Lhe pro[ecL Lo deflnlng Lhe scope mlsslon resource announcemenLs dellverable
deflnlLlons and a common plan WhaL a L does ls Lo glve a sLraLeglc dlrecLlon Lo Lhe pro[ecL

uurlng Lhe execuLlon of Lhe pro[ecL ln addlLlon Lo monlLorlng deadllnes Lasks consLralnLs resources
Lhe ro[ecL leaders also check on Lhe goals lssues key learnlng areas alerLs and Leam dynamlcs 1hey
plan and deploy perlodlc checklns and conclude by posLlng a pro[ecL revlew declde on approprlaLe
rewards and recognlLlon ln oLher words Lhey play Lhe role of a process dlrecLor

1he L also keeps a [ournal LhaL records all lssues 1he CMS or operaLlng managemenL sysLem ls our
very own lnhouse pro[ecL managemenL sofLware LhaL acLs as MS ro[ecL CuLlook Calendar and was
deslgned and creaLed lnhouse and ls used by every employee ln Lhe organlzaLlon

8CCLSSLS
We are a processcenLrlc organlzaLlon and sLrlve Lo opLlmlze our processes and achleve maLurlLy levels
LhaL would make us parL of ellLe organlzaLlons LhaL have achleved Lhe same worldwlde

WhaL measures a process ls lLs flexlblllLy Lhe number of lLeraLlons lL goes Lhrough and Lhe predlcLablllLy
of lLs dellverables rocesses ln SLylus Loday are approachlng SLl CMM level 3 ln maLurlLy We have
Lallored Lhe exlsLlng deflned processes Lo sulL cllenL requlremenLs and organlzaLlonal goals Cur goal for
Lhe nexL few years ls Lo esLabllsh an lnfrasLrucLure LhaL lnsLlLuLlonallzes effecLlve sofLware englneerlng
and pro[ecL managemenL across Lhe organlzaLlon

A MaLure rocess
- Pow can an organlzaLlon Lell LhaL lLs processes are lmprovlng?

-Chaos levels are reduced

-Surprlses are handled ln a preplanned manner

-Common undersLandlng of roles ln Lhe organlzaLlon

-Work from dlfferenL groups doesnL confllcL

-8lsks are aL a nonLhreaLenlng level

-redlcLlons and revlslons are made wlLh confldence

WhaL ls SLl? CMM?
SLl SofLware Lnglneerlng lnsLlLuLe aL CarnegleMellon unlverslLy lnlLlaLed by Lhe uS uefense
ueparLmenL Lo help lmprove sofLware developmenL processes
CMM CapablllLy MaLurlLy Model developed by Lhe SLl lLs a model of 3 levels of organlzaLlonal
maLurlLy LhaL deLermlne effecLlveness ln dellverlng quallLy sofLware lL ls geared Lo large organlzaLlons
such as large uS uefense ueparLmenL conLracLors Powever many of Lhe CA processes lnvolved are
approprlaLe Lo any organlzaLlon and lf reasonably applled can be helpful CrganlzaLlons can recelve
CMM raLlngs by undergolng assessmenLs by quallfled audlLors

Level 1 characLerlzed by chaos perlodlc panlcs and herolc efforLs requlred by lndlvlduals Lo
successfully compleLe pro[ecLs lew lf any processes ln place successes may noL be repeaLable

Level 2 sofLware pro[ecL Lracklng requlremenLs managemenL reallsLlc plannlng and conflguraLlon
managemenL processes are ln place successful pracLlces can be repeaLed

Level 3 sLandard sofLware developmenL and malnLenance processes
are lnLegraLed LhroughouL an organlzaLlon a SofLware Lnglneerlng rocess Croup ls ls ln place Lo
oversee sofLware processes and Lralnlng programs are used Lo ensure undersLandlng and compllance

Level 4 meLrlcs are used Lo Lrack producLlvlLy processes and producLs ro[ecL performance ls
predlcLable and quallLy ls conslsLenLly hlgh

Level 3 Lhe focus ls on conLlnuous process lmprovemenL 1he lmpacL of new processes and
Lechnologles can be predlcLed and effecLlvely lmplemenLed when requlred

8ack Lo Lop



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