Answers from John Iverson...
Thomas Reed:Why do you think PMBOK does not have Q9001 as the standard?
My own perception is that this reflects two organizations whose business is creating and selling standards. I do not see PMI inclined to endorse another standard when they are selling their own. Furthermore, Q9001 / ISO9001 is focused on a sustained product model while PMI is dedicated to temporary projects. You cannot implement Q9001 and assume project quality.
Thomas Reed:What would you exclude from QS9001 first? It was said to be excessive.
For a project, I believe it is safe to assume that many of the organization processes, such as procurement and environment, are covered. Other areas, such as the employee focus areas, would be covered by the HR or Personnel plan. I can see value in starting with ISO 9001 or ISO 10005 to confirm that you've thought of everything and then cutting out what you don't have to address in the specific project - either because it is covered elsewhere or can be assumed to be in place for the project.
Kyle Brack:What is the PWS again? Sorry.
Performance Work Statement.
César Arana Vizcardo:What's Letters A,R,C,I in Responsibility Matrix?
A=Accountable; R=Responsible; C=Contributor; I=Inform
Mourad Baroudi:What is M&A?
Measurement and Analysis
Delali Ansah:CMMI?
Capability Maturity Model Integration
Cecilia Watkins:PPQA was what?
Process and Product Quality Assurance
Sorry, I used a few acronyms in the presentation that I should have defined.
ganesh m:is it mandatory for Projectised organisation to have ISO 10006?
Not at all. ISO 10006 is a competing standard with the PMBOK. You are better off going one way or another. I like the PMBOK.
Delali Ansah:Is that some kind of an executive summary for the plan?
I recommend having both a project overview which describes the project and a quality approach section which serves as sort of an executive summary for the plan. The distinction I would make is that this would be the only place I wound mention any guiding processes such as ISO 9001.
Brenda Kam:Can you a provide a brief (one or two sentences) description of a Quality Manual
A quality manual is a high level document that defines key components of the quality management system, including quality policy and roles.
Thomas Reed:Should Report Schedule not be in the Communications section of Project Plan
PMBob (the ideal project manager) would certainly agree with this. My practical experience is that people that review a standalone quality plan want to see the outputs of quality (i.e. reports) within the quality plan. If your quality plan is within your project plan, I would keep a sentence in the quality plan that points people to the communication section of your project plan.
Sethupathy Subramaniam:How about mentioning preventive actions also ?
I read your mind and covered this.
Vijaya Bhaskar V:Can you throw some more light on Continuous Process improvement
When I think of Continuous Process Improvement from a project perspective, my focus is on the processes that are transferrable to the next project. These can be planning related, but most of my lessons have fallen into the category of monitoring and controlling. The process of Continuous Process Improvement starts by either having a good idea or a need to improve. It doesn't have to be overly formal, but you'll want to track those good ideas and make sure they come to fruition. When there is a need, I would recommend a somewhat formal process (i.e. change management or six sigma) where specific opportunities are identified, options are analyzed, and targeted changes are made. I'm not sure if this is what you are looking for. However you plan to do continuous improvement, I suggest putting that into your plan.
ganesh m:is CMMI applicable only for Software development industry?
Yes and no. SEI, the organization that came up with CMMI for software, has come up with other CMMs, like CMMI-SVC for service. Those that love CMMI tend to love the extensions into other areas. Since CMMI tends to equate quality to only process adherence, I am glad that it is not frequently used outside of software.
Vladimir Ryziw:How to cost out a Quality Plan?
Thomas Reed:Good queston... How to Cost Out a Quality Plan?
There are three parts of the quality plan costing, and two can be estimated using bottom up estimating like anything else. The implementation of the plan involves developing procedures, training people, setting up metrics and reports, and similar activities. Past experience is best for that, but it is also possible to assume meeting time, writing time, etc. The second piece of maintaining the plan is the easiest, as it is focused on attending meetings, performing audits, and generating reports. One can estimate the hours per period and multiply. The last area, corrective action, is a challenge. You should estimate some time to respond to anything that goes wrong. If that becomes more than 50% of the other areas, then costing may not be your biggest challenge.
Bruce Kozuma:Question: Can you comment on how PMI quality plans compare with GMP validation plans?
Great question! I am glad to not have to make those anymore. I believe a GMP validation plan would be a type of quality plan, though maybe not a project quality plan. Regardless, you will start with objectives up front, define roles, cover process adherence (i.e. checklist review), quality control (inspection), reports, and improvement. It's all there.
Gary Hamilton:Question to John Iverson: What Project Management software packages do you recommend for use?
Gary Hamilton:What Project Management software packages would be recommended for use with what types of project from John Iverson?
I don't recommend any one product, as I haven't seen anything that gets me really excited. My organization uses Team Foundation Server for an all-in-one tool, but I don't think it is that great. I do a lot of my project work in SharePoint.
Helene Betit:would the testing be confirming you have quality?
It would confirm you met specifications, yes. In CMMI, verification and validation are two processes that relate to quality. CMMI generally expects a separate testing plan.
Nancy Curry:What standard is 10005
Guidelines for Quality Plans. If you didn't catch my comments, I would not rush out to buy it.
Cecilia Watkins:So since one is audited to organizational standards so do not make up much as it will not apply use standards in place?
Cecilia Watkins:As to being audited on 0rganizational standards, ,I did not get the do not make up much as it will not apply, and only use standards in place, can you expand on this? Thanks.
The point I was trying to make is that you do not want to risk having conflicting documentation. Your quality plan should support the Quality Manual and Policy. If the guidance in the quality manual or organizational procedures provide support that is needed for the project, reference them in the Quality Plan. The way to keep your Quality Plan supporting the manual is to limit the Plan to clarifying the application of procedures or providing additional information that is not in the Quality Manual but is needed for the project.
Gary Hamilton:What is the contact e-mail for John Iverson, our Presenter today?
john.iverson@vcleader.pmi.org
Brenda Kam:Do you have a sample Quality Manual?
I'll look for one and upload to the shares folder.
Helene Betit:Where is the share folder?
On the COP site, it is the menu button second from the left. Click Documents.
Patrik Olsson 2:Thanks John, it was interesting and useful to get your perspective on this! Another interesting perspective would be how to write a quality plan in for an organisation where there is not framework.
I honestly like it better when there is no framework, because it puts all of the focus on what is needed for the project. Organizational (or organisational if you prefer) frameworks are meant to be comprehensive, and they can be more comprehensive than what is needed for the project. That results in trying to comply with two sets of objectives. When there is no organizational framework and the only focus is project quality, it is easier to focus on what matters to the sponsor. How... The presentation did not assume a framework, so I believe it all applies. The scope statement, project plan, and your experiences become the major inputs.
Darrel Clark:From a PMO stand-point I would be interested in seeing how to approach development of a quality plan when management has not adopted the mindset of the need of a QA program?
A quality plan does not require a QA program. In fact, the best project quality plans are so focused on the project needs that any program that stands behind them may be invisible. Please see previous question for more. If your question is more along the lines of how to convince your management that they should adopt a QA program, then I recommend your selling point be consistency. You can start a quality program with nothing more than a template and a procedure, so there is little upfront investment.
Yosra Alsiddig:Can i leave now?
I guess. Sorry you couldn't stay.
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