QUALITY MANAGEMENT PLAN TEMPLATE, Study notes of Project Management

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Quality Management Plan

Project Management Improvement Project

Example

Prepared By: Name1 - Project Manager

Position: Project manager Date: January 27, 2006 Version No: v1.

Document Change Control

The following is the document control for revisions to this document.

Version Number

Date of Issue

Author(s) Brief Description of Change

0.9 11/15/05 Name1 - Project Manager Phase 1 - Preliminary draft for Phase 1 1.0 1/27/06 Name1 - Project Manager Phase 1 & 2 – conform to new framework template, update for Phase 2 deliverables

Definition

The following are definitions of terms, abbreviations and acronyms used in this document.

Term Definition PMA Project Management Advisor Web tool

1. Quality Management Approach

The purpose for managing quality is to validate that the project deliverables are completed with an acceptable level of quality. Quality management assures the quality of the project deliverables and the quality of the processes used to manage and create the deliverables.

The quality management plan identifies these key components:

Objects of quality review Quality Measure Quality Evaluation Methods Project Deliverables Deliverable Quality Standards

Completeness and Correctness Criteria

Quality Control Activities

Project Processes Process Quality Standards

Stakeholder Expectations

Quality Assurance Activities

The following is a brief explanation of each of the components of the quality management plan.

Project Deliverables and Processes

The key project deliverables and processes subject to quality review.

Deliverable Quality Standards

and

Completeness and Correctness Criteria

The quality standards that are the “measures” used to determine a successful outcome for a deliverable.

The completeness and correctness criteria describe when each deliverable is complete and correct as defined by the customer. Deliverables are evaluated against these criteria before they are formally approved.

Process Quality Standards

and

Stakeholder Expectations

The quality standards that are the “measures” used to determine if project work processes are being followed.

Stakeholder expectations describe when a project process is effective as defined by the project stakeholders. An example is the expectation to be regularly informed monthly of project status.

Quality Control Activities (^) The quality control activities that monitor and verify that the project deliverables meet defined quality standards.

Quality Assurance Activities The quality assurance activities that monitor and verify that the processes used to manage and create the deliverables are followed and are effective.

2. Quality Management Objectives

The following are the quality objectives of the project that reflect the overall intentions to be applied with regard to quality throughout the project.

• Deliverables support improved project management proficiency at DoIT
• Deliverables meet the requirements of DoIT leaders and project managers
• Deliverables align with industry best practices for project management and Web delivery
• Deliverables are easy to use
• Project practices conform to recommended project management standards

documentation Project Management Advisor (PMA)

QC5. Meets ease of use criteria (90%) Establish & document evaluation criteria Preliminary prototype feedback per criteria Review Team review per criteria Usability test per criteria

Once during initial prototype design

Weekly during prototype design

Monthly .

Once prior to each phase/interim version release conclusions

Project Management Advisor (PMA)

QC6. Meets UW Web accessibility standards per http://www.wisc.edu/policy/wwwap.php

See: http://helpdesk.doit.wisc.edu/page.php? id=

(Phase 1 – 90%) (Phase 2 – 100%)

DoIT accessibility standards committee review

Once prior to each phase/interim version release

Project Management Advisor (PMA)

QC7. Supports cross-browser access per Help Desk documentation http:// helpdesk.doit.wisc.edu/page.php?id=

(Phase 1 – 90%) (Phase 2 – 100%)

Cross-browser test by Help Desk

Once prior to each phase/interim version release

Project Management Advisor (PMA)

QC8. Accurate incorporation of framework into PMA (100%)

Apply version control to all PMA changes (100%)

Routine framework developer audit of PMA

Weekly during each change cycle

Project Management Advisor (PMA)

QC9. Completeness and correctness of Web linking (100%)

Routine framework developer audit Final go-live test

Monthly testing.

Once prior to each phase/interim version release Project Management Workshop

QC10. Structured per good training standards (95%)

Delivery consultation by training provider

Biweekly during workshop design

Project Management Workshop

QC11. Accurate communication of framework (95%)

Core Team review Biweekly during workshop development Project Management Training Plan

QC12. Addresses all DoIT project management skill levels (95%)

Group manager survey

Group manager review

Core Team review.

Sponsor review

Once during plan design

Once prior to plan publication

Monthly during plan development

Monthly during plan development Resolve project management gaps per Appendix A

QA13. Gaps resolved per Appendix A (100%) Assessment and reporting of satisfactory gap resolution

Once per project phase completion

4. Project Quality Assurance

The focus of quality assurance is on the processes used in the project. Quality assurance ensures that project processes are used effectively to produce quality project deliverables.

The following table identifies:

• The project processes subject to quality assurance.
• The quality standards and stakeholder expectations for that process.
• The quality assurance activity – such as a quality audit or reviews - that will be executed to monitor that project processes are properly followed.
• How often or when the quality assurance activity will be performed.

Project Process Process Quality Standards/ Stakeholder Expectations

Quality Assurance Activity

Frequency/Interval

QA1. Develop/refine project charter QA2. Develop/refine project plan

QA3. Execute and control project per project plan

QA4. Approve each project stage QA5. Close project with post project review

100% compliance with framework 100% compliance with framework

95% compliance with framework

100% compliance with framework 100% compliance with framework

Audit charter updates by phase Audit plan content and updates, project priorities, and task estimation Audit the following project activities:

• Quality
• Communications
• Project progress

Audit stage checkpoints Audit project reviews by phase

Once per project phase

Once per project phase

Weekly Monthly Monthly

Once per project phase/ stage

Once per project phase

6. Quality Tools

The following lists the tools to be used to support quality management implementation and the purpose or use of the tool.

Tool Name Tool Purpose/Use Project Management Advisor Document the project management framework stages and activities to be applied to this project Project Management Framework Templates Document the project management deliverables to be produced by this project My Webspace Phased Deliverables Directories Directory structure used for version control of framework and PMA My Webspace Phased Review Team Feedback Directories

Directory structure used for comments and change requirements from the Review Team and the Usability testers Web Accessibility Testing Tool: Bobby Used to test PMA compliance with Web accessibility standards. DoIT Help Desk Browser Testing Standards Used to test PMA compliance with Web browser support standards.

8. Appendix

Gap Resolution Targets

DoIT conducted a study in 2005 to assess gaps in DoIT’s project management practices. Appendix A summarizes gap findings and identifies the targeted Project Management Improvement project phase for resolving each gap. See Appendix B for the gap assessment report.

Table 1 lists each gap and identifies (1) the means to progress toward resolution of the gap via the project management framework and (2) a targeted phase for resolution. Tables 2 and 3 summarize the gaps targeted for resolution in Phases 1 and 2, respectively. Table4 summarize the gaps targeted for resolution in Phases 3 and beyond. Target dates for completion of project phases are specified in the project plan.

In general, the framework alone will not resolve gaps. Rather, organizational implementation of the framework is necessary, including implementation of appropriate tools and training as well as adjustment of thinking and culture to align with the framework. This is reflected in the targeted phase for resolution, which often is later than the expected completion of the indicated framework components.

For each phase of the project management improvement project, the project manager will plan, execute, and control progress toward resolution of gaps as specified below. The project sponsor and project manager will assess and report satisfactory resolution of these gaps as part of the acceptance checkpoint at the end of each project phase.

Table 1 – Gap Resolution Plan by Category

This table itemizes all gaps identified in the 2005 study and maps the resolution plan the project management framework and a project phase for framework implementation.

Gap Category Gap Project Management Framework Stage

Project Management Framework Activity

Project Management Improvement Phase Cross-Unit Leadership

1. Inadequate assessment of interdependences between projects in terms of resource allocation and customer impact

1 - Conceptualize Strategic Alignment 3+

2. Inadequate controls on project definition, launch, and impact on other projects

1 - Conceptualize Strategic Alignment 3+

3. Inadequate controls on project priority setting

1 - Conceptualize Strategic Alignment 3+

4. Inadequate controls for major project commitments, timelines, and interdependences

1 - Conceptualize Strategic Alignment 3+

Unit Leadership 1. Inadequate setting of project’s rationale and strategic goals

1 - Conceptualize Strategic Alignment 2-

2. Inadequate explicit communications of project’s rational and strategic goals

1 - Conceptualize 2 - Initiate

Communication Management

3. Inadequate controls identifying and verifying customer need

1 - Conceptualize 2 - Initiate

Scope Management Requirements Management

4. Inadequate controls identifying and verifying sponsor support

1 - Conceptualize 2 - Initiate

Role Management 2

5. Inadequate working relationship with customers during project phases

All Role Management

Communication Management

Project Management Culture

1. Inadequate control for unit leaders to determine which projects need or do not need formal project management

1 - Conceptualize Role Management 2

Project Management Culture (cont.)

2. Inadequate control for determining skill levels needed for project manager

1 - Conceptualize 2 - Initiate

Role Management 2

3. Project Managers do not necessarily have formal project management training

All All 2

4. Lack of processes for project initiation, go/no-go, move from project to production

All Checkpoints 1-

5. Need for project management process

All All 1

Table 2 – Targeted Gap Resolution for Phase 1

This table summarizes the gaps targeted for resolution at the conclusion of Phase 1.

Gap Category Gap Framework Stage Framework Activity

Improvement Phase Project Management Culture

5. Need for project management process

All All 1

6. Need for decision and process strategies

All All 1

4. Lack of processes for project initiation, go/no-go, move from project to production

All Checkpoints 1-

Table 3 – Targeted Gap Resolution for Phase 2

This table summarizes the gaps targeted for resolution at the conclusion of Phase 2.

Gap Category Gap Framework Stage Framework Activity

Improvement Phase Unit Leadership 1. Inadequate setting of project’s rationale and strategic goals

1 - Conceptualize Strategic Alignment 2-

2. Inadequate explicit communications of project’s rational and strategic goals

1 - Conceptualize 2 - Initiate

Communication Management

3. Inadequate controls identifying and verifying customer need

1 - Conceptualize 2 - Initiate

Scope Management Requirements Management

4. Inadequate controls identifying and verifying sponsor support

1 - Conceptualize 2 - Initiate

Role Management 2

5. Inadequate working relationship with customers during project phases

All Role Management Communication Management

Project Management Culture

1. Inadequate control for unit leaders to determine which projects need or do not need formal project management

1 - Conceptualize Role Management 2

2. Inadequate control for determining skill levels needed for project manager

1 - Conceptualize 2 - Initiate

Role Management 2

3. Project Managers do not necessarily have formal project management training

All All 2

4. Lack of processes for project initiation, go/no-go, move from project to production

All Checkpoints 1-

7. Inadequate pricing strategy for customers

2 - Initiate 3 - Plan

Budget Management

8. Need for a “Project Management Apprentice Program”

All All 2

Project Management Culture (cont.)

9. Distribution of templates designed as helpful approaches

All All 2

10. Need for customers to participate in functional requirements workshops

2 - Initiate Scope Management Requirements Management Role Management