PM Lecture Ia Slides.pptx time management

PM Lecture Ia Slides.pptx time management

1. Project Time & Quality Management

2. Time Management It is the act or process of planning and exercising conscious control over the amount of time spent on specific activities and the aims are to increase effectiveness, efficiency and productivity . Effectiveness: The degree to which something is successful in producing a desired result or success. Efficiency: It is the ability to avoid wasting materials, energy, efforts, money, and time in doing something or it can be an optimum utilization of input for achieving desired output. Productivity: Rate of output per unit of input(s).

3. Drivers of Productivity Investment is in physical capital — machinery, equipment and buildings. Innovation is the successful exploitation of new ideas. Skills are defined as the quantity and quality of labor of different types. Enterprise is defined as the seizing of new business opportunities. Competition improves productivity by creating incentives to innovate and ensures that resources are allocated to the most efficient entities.

4. A. Value Adding & Non-Value Adding Activities Value Adding Activities are any activities that add value to the customer and meet the three criteria for a Value Adding Activity. The step transforms the item toward completion. The step is done right the first time (not a rework step). The customer cares (or would pay) for the step to be done. The seven wastes responsible for Non-Value Adding Activities are Waiting (idle) times Excess motion (transportation) Handling (moving things) Excess or useless inventory Over processing Overproduction Defects

5. B. Creating an Effective Environment Effective environment for time management can be created by Getting organized  PERT Charts (Detailed in Ch. 6), Gantt Charts, Timetables, Quantitative Assessments etc. Protecting time by insulation, isolation and delegation. Goal focus. Recovery from bad time habits i.e., procrastination etc.

6. C. Prioritization ABCD Analysis First make a list of all activities to be done. Then allocate priority among them A B C URGENT + IMPORTANT URGENT + IMPORTANT URGENT + IMPORTANT D URGENT + IMPORTANT

7. Pareto Analysis (80-20 Rule) This is the idea that 80% of tasks can be completed in 20% of time, thus should be allotted high priority. And also 80% of productivity can be achieved by doing 20% of tasks or 80% of results can be attributed to 20% of activity.

8. Project Quality Management I. Quality – The degree to which a set of inherent characteristics fulfill requirements. OR Meeting of project processes and product’s written specifications. Dimensions of Quality Performance. Features. Reliability. Conformance. Durability. Serviceability. Aesthetics.

9. II. Four Components of Quality Management 1. Quality Planning (Anticipate) Identifying the requirements for the quality of the deliverable and how we are going to maintain the quality? (A quality plan is a document, or several documents that together specify quality standards, procedures, resources, tools, techniques and the sequence of activities relevant to maintain quality in a particular project). Anticipate= What will be 2. Quality Assurance (Proactive) It is the planned and systemic activities implemented in a quality system so that quality requirements for a product or service can be fulfilled especially by means of attention to every stage of the process of delivery or production. It consists of real time check and inspections. It is done through a. Making Quality Plans b. Inspection and Tests i.e., Check listing and stress tests etc.

10. C. Defect Tracking Tools i.e., Statistical process control through control charts to track variations etc. i . Six Sigma Methods The method uses a data-driven review to limit mistakes or defects in a corporate or business process. Six Sigma points to the fact that, mathematically, it would take a six-standard-deviation event from the mean for an error to happen. Defects as low as 3.4 in million. DMAIC Methodology (Define, Measure, Analyze, Improve, Control).

11. ii. Pareto charts iii. Seven run rule If seven data points increase or decrease in a row = nonrandom errors d. Employee Trainings i.e., through TQM Efforts  Developing quality climate within organization.

12. 3. Quality Control (Reactive) Monitoring specific project results to ensure alignment with project scope. Checking quality of finished product. 4. Quality Improvement Purposeful change of process for improvement. III. Quality Standards and Quality Audit ISO 9000 is a series of international standards for quality management systems (QMS), developed and published by the International Organization for Standardization (ISO). ISO 9000 is a quality system standard likewise for telecom we have tl9000 (standards are jotted down in a requirements handbook). This is a three-part continuous cycle of planning, controlling and documenting quality in an organization. In quality audits, sites, functions, products, services, processes/procedures are checked, and an organization is certified.

13. IV. Cost of Quality Quality Cost = Cost of Conformance + Cost of Non-Conformance Cost of Conformance = Prevention Costs + Appraisal Costs Cost of Non-Conformance = Internal + External Failures Internal Failures = Waste + Scrap External Failures = Loss of Reputation