Quality Gates in Project Management - Revision history

ThoreUwe: /* Abstract */

2021-07-21T20:56:37Z

Abstract

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	by Thore Uwe Aye (s202746)		by Thore Uwe Aye (s202746)
	== Abstract ==		== Abstract ==
	Projects are temporary ~~and~~ unique endeavors and require active management of their integration, scope, schedule, cost, quality, resources, and communication according to the Project Management Institute ''(PMI)''. <ref name="1-PMI"> Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). </ref> <br />		Projects are temporary, unique endeavors and require active management of their integration, scope, schedule, cost, quality, resources, and communication according to the Project Management Institute ''(PMI)''. <ref name="1-PMI"> Project Management Institute, Inc.. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition). Project Management Institute, Inc. (PMI). </ref> <br />

	One tool to control project management is the stage gate approach that divides projects into stages with gates and tracks their progress and success. In the 1990s a modification to focus on especially schedule, cost, and quality was established known as Quality Gates ''(QG)''.		One tool to control project management is the stage gate approach that divides projects into stages with gates and tracks their progress and success. In the 1990s a modification to focus on especially schedule, cost, and quality was established known as Quality Gates ''(QG)''.

ThoreUwe: /* Applying Quality Gates Right */

2021-04-25T19:01:02Z

Applying Quality Gates Right

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	=== Setup Advisory for Project Managers ===		=== Setup Advisory for Project Managers ===
	To successfully implement and assess quality gates four tenets are of essential relevance which are performance standards and gate governance, criteria - benchmarks and standards, criteria control and tracking.		To successfully implement and assess quality gates four tenets are of essential relevance which are performance standards and gate governance, criteria benchmarks and standards, criteria control and tracking.

	'''Performance standards and gate governance:''' To reach the quality gates, milestones have to be completed successfully otherwise a quality gate will very likely not be passed at the gate deadline. <br /> These milestones already inhabit single criteria relevant for later quality gates.		'''Performance standards and gate governance:''' To reach the quality gates, milestones have to be completed successfully otherwise a quality gate will very likely not be passed at the gate deadline. <br /> These milestones already inhabit single criteria relevant for later quality gates.
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	The go option implies the same as in the traditional way and proceeds into the project’s next phase. The same traditional decisions from above apply to the kill and delay option and granting a waiver at a quality gate is similar to the recycle decision. But the waiver with re-view and back-up plan decisions are novel. A waiver with a re-view introduces a review of the project at an interim date that is before the next quality gate is set. This approach assesses and controls the lack of quality, but allows the procedure to the next phase while not delaying the project. The back-up plan decision is made when a project is either uncertain in its outcome and an alternative is required. When evaluating a quality gate this back-up plan can be made until its risk, development and quality are assessed and a decision to either go or kill is finite, these plans are only temporary. Figure 5 represents the suggested available decisions for quality gates according to Olcheowski et alii.<ref name="Olechowski"></ref>		The go option implies the same as in the traditional way and proceeds into the project’s next phase. The same traditional decisions from above apply to the kill and delay option and granting a waiver at a quality gate is similar to the recycle decision. But the waiver with re-view and back-up plan decisions are novel. A waiver with a re-view introduces a review of the project at an interim date that is before the next quality gate is set. This approach assesses and controls the lack of quality, but allows the procedure to the next phase while not delaying the project. The back-up plan decision is made when a project is either uncertain in its outcome and an alternative is required. When evaluating a quality gate this back-up plan can be made until its risk, development and quality are assessed and a decision to either go or kill is finite, these plans are only temporary. Figure 5 represents the suggested available decisions for quality gates according to Olcheowski et alii.<ref name="Olechowski"></ref>

	'''Criteria – benchmarks and standards:''' Quality gates and milestones require evaluation criteria. Benchmarks and standards are utilized in quality gates to make the project’s status measurable and assessable. However, criteria must not necessarily be numbers but can also be of Boolean (Yes/No) character.		'''Criteria benchmarks and standards:''' Quality gates and milestones require evaluation criteria. Benchmarks and standards are utilized in quality gates to make the project’s status measurable and assessable. However, criteria must not necessarily be numbers but can also be of Boolean (Yes/No) character.
	Some good examples for quality indicators that can be used throughout the project stages are given by PMI.<ref name = "2-PMI-Sym"/> They include the number of errors found on drawings, defects found in design reviews, requests to fix bugs, customer field failures, customer complaints and failures during test. Further, PMI mentions the rate at which requests to make fixes or changes come into the system and at which fixes or changes are being discharged. Lastly, the institute also suggests criteria on warranty costs.<br />		Some good examples for quality indicators that can be used throughout the project stages are given by PMI.<ref name = "2-PMI-Sym"/> They include the number of errors found on drawings, defects found in design reviews, requests to fix bugs, customer field failures, customer complaints and failures during test. Further, PMI mentions the rate at which requests to make fixes or changes come into the system and at which fixes or changes are being discharged. Lastly, the institute also suggests criteria on warranty costs.<br />
	These examples above represent the three axes of time, cost and quality respectively, provide good examples for project managers with less knowledge about the field, and provide a decent head start.		These examples above represent the three axes of time, cost and quality respectively, provide good examples for project managers with less knowledge about the field, and provide a decent head start.

ThoreUwe: /* Tips and Tricks for Practitioners */

2021-04-25T18:59:11Z

Tips and Tricks for Practitioners

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	VII. ''One quality gate for each transition from one project phase to another''<br />		VII. ''One quality gate for each transition from one project phase to another''<br />
	See section ''Phasing Quality Gates and Objectives''		See section ''Phasing Quality Gates and Objectives''.

	VIII. ''Milestones can also be in parallel''<br />		VIII. ''Milestones can also be in parallel''<br />

ThoreUwe: /* Tips and Tricks for Practitioners */

2021-04-25T18:58:35Z

Tips and Tricks for Practitioners

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	== Tips and Tricks for Practitioners ==		== Tips and Tricks for Practitioners ==
	For the successful application of ~~Quality Gates~~, McKinsey & Company and others<ref name="McK"> Giebel, M., Essmann, H., Du Preez, N., & Jochem, R. (2009). Improved innovation through the integration of Quality Gates into the Enterprise and Product Lifecycle Roadmaps. CIRP Journal of Manufacturing Science and Technology, 1(3), 199-205.</ref> have defined best practices, which project managers are strongly encouraged to utilize as well:		For the successful application of quality gates, McKinsey & Company and others<ref name="McK"> Giebel, M., Essmann, H., Du Preez, N., & Jochem, R. (2009). Improved innovation through the integration of Quality Gates into the Enterprise and Product Lifecycle Roadmaps. CIRP Journal of Manufacturing Science and Technology, 1(3), 199-205.</ref> have defined best practices, which project managers are strongly encouraged to utilize as well:

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ThoreUwe: /* Applying Quality Gates Right */

2021-04-25T18:57:28Z

Applying Quality Gates Right

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	== Applying Quality Gates Right==		== Applying Quality Gates Right==
			Handling the complexity between successful project governance and thoughtful quality criteria is the challenge in applying quality gate. In case of successful application, quality gates are passed in time and according to defined requirements.
			The following section describes both levels of processing gates, the conceptual and the operative. Further, it includes recommendations for the project owner and equips him with know-how about governance and quality criteria. Last, it is points out how vital categorizing projects into three different gate segments is.

	=== Quality Gate Process ===		=== Quality Gate Process ===

ThoreUwe: /* Applying Quality Gates in the right Way */

2021-04-25T18:42:09Z

Applying Quality Gates in the right Way

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	In particular, one example turned into a success story and showcased the strength quality gates have. Airbus had one supplier who supplied their production facility in St. Nazaire who always lacked documentation when delivering parts that were also in poor quality. This supplier and his low quality led to required manual corrections by Airbus in their FAL. Thus, customer and supplier integrated end-to-end quality gates for these particular sub-parts. The first time, the products came in the same quality again with no documentation, however, Airbus refuse to accept the delivery. Causing delivery delay and financial inconveniences at the supplier, they reviewed the products and documents and delivered at the requested quality three days later. Since then there have been no more issues with the supplier and products and documentation come at the quality level asked for.		In particular, one example turned into a success story and showcased the strength quality gates have. Airbus had one supplier who supplied their production facility in St. Nazaire who always lacked documentation when delivering parts that were also in poor quality. This supplier and his low quality led to required manual corrections by Airbus in their FAL. Thus, customer and supplier integrated end-to-end quality gates for these particular sub-parts. The first time, the products came in the same quality again with no documentation, however, Airbus refuse to accept the delivery. Causing delivery delay and financial inconveniences at the supplier, they reviewed the products and documents and delivered at the requested quality three days later. Since then there have been no more issues with the supplier and products and documentation come at the quality level asked for.

	== Applying Quality Gates ~~in the right Way~~==		== Applying Quality Gates Right==

	=== Quality Gate Process ===		=== Quality Gate Process ===

ThoreUwe: /* Application */

2021-04-25T18:41:46Z

Application

← Older revision		Revision as of 18:41, 25 April 2021
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	In particular, one example turned into a success story and showcased the strength quality gates have. Airbus had one supplier who supplied their production facility in St. Nazaire who always lacked documentation when delivering parts that were also in poor quality. This supplier and his low quality led to required manual corrections by Airbus in their FAL. Thus, customer and supplier integrated end-to-end quality gates for these particular sub-parts. The first time, the products came in the same quality again with no documentation, however, Airbus refuse to accept the delivery. Causing delivery delay and financial inconveniences at the supplier, they reviewed the products and documents and delivered at the requested quality three days later. Since then there have been no more issues with the supplier and products and documentation come at the quality level asked for.		In particular, one example turned into a success story and showcased the strength quality gates have. Airbus had one supplier who supplied their production facility in St. Nazaire who always lacked documentation when delivering parts that were also in poor quality. This supplier and his low quality led to required manual corrections by Airbus in their FAL. Thus, customer and supplier integrated end-to-end quality gates for these particular sub-parts. The first time, the products came in the same quality again with no documentation, however, Airbus refuse to accept the delivery. Causing delivery delay and financial inconveniences at the supplier, they reviewed the products and documents and delivered at the requested quality three days later. Since then there have been no more issues with the supplier and products and documentation come at the quality level asked for.

	== ~~Application~~ ==		== Applying Quality Gates in the right Way==

	=== Quality Gate Process ===		=== Quality Gate Process ===

ThoreUwe: /* Quality Gate Process */

2021-04-25T18:40:10Z

Quality Gate Process

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	=== Quality Gate Process ===		=== Quality Gate Process ===
	[[File:QGDec.png\| right\|thumb\|500px\|Figure 4: Quality Gate Process, own figure modified from Salger et alii <ref name = "Salger"/>]]		[[File:QGDec.png\| right\|thumb\|500px\|Figure 4: Quality Gate Process, own figure modified from Salger et alii <ref name = "Salger"/>]]
	Operating quality gates is iterative management and an ongoing process. According to Salger et alii <ref name="Salger"> Salger, F., Bennicke, M., Engels, G., & Lewerentz, C. (2008, October). Comprehensive architecture evaluation and management in large software-systems. In International Conference on the Quality of Software Architectures (pp. 205-219). Springer, Berlin, Heidelberg.</ref> it can be grouped into the conceptual and operative level and is described in the QGP. <br />Figure 4 illustrates the iterative application of the processes.		Operating quality gates requires iterative management and is an ongoing process. According to Salger et alii <ref name="Salger"> Salger, F., Bennicke, M., Engels, G., & Lewerentz, C. (2008, October). Comprehensive architecture evaluation and management in large software-systems. In International Conference on the Quality of Software Architectures (pp. 205-219). Springer, Berlin, Heidelberg.</ref> it can be grouped into the conceptual and operative level and is described in the QGP. <br />Figure 4 illustrates the iterative application of the processes.

	'''Conceptual level:''' On the conceptual level quality gate management takes place. First, the initial definition of quality gates and their criteria are required. Further, coaching and support of the project in the three aspects (cost, time and quality) takes place. Afterwards, the criteria defined for the quality gates is gathered and consolidated and results in the lessons learned. In this stage, a gate is ready for the pass or fail assessment. Last but not least adjustment and controlling of the quality gates takes place when assessing the criteria and deciding to go or not go into the next project phase.		'''Conceptual level:''' On the conceptual level quality gate management takes place. First, the initial definition of quality gates and their criteria are required. Further, coaching and support of the project in the three aspects (cost, time and quality) takes place. Afterwards, the criteria defined for the quality gates is gathered and consolidated and results in the lessons learned. In this stage, a gate is ready for the pass or fail assessment. Last but not least adjustment and controlling of the quality gates takes place when assessing the criteria and deciding to go or not go into the next project phase.

ThoreUwe: /* Phase Gate Models */

2021-04-25T18:39:33Z

Phase Gate Models

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	Also in the stage gate model projects are separated into phases because the outcome is often unknown and controlling can therefore take place after each phase.<ref name="Cooper"> Cooper, R. G. (1990). Stage-gate systems: a new tool for managing new products. Business horizons, 33(3), 44-54. </ref> Setting gates after each phase, which must be passed before continuing to the next, allows control. Further, it enables early identification of potential risks and provides increased visibility.		Also in the stage gate model projects are separated into phases because the outcome is often unknown and controlling can therefore take place after each phase.<ref name="Cooper"> Cooper, R. G. (1990). Stage-gate systems: a new tool for managing new products. Business horizons, 33(3), 44-54. </ref> Setting gates after each phase, which must be passed before continuing to the next, allows control. Further, it enables early identification of potential risks and provides increased visibility.
	[[File:qualitygf.png\| center\|thumb\|750px\|Figure 2: Quality Gates after each Phase of a Project]]		[[File:qualitygf.png\| center\|thumb\|750px\|Figure 2: Quality Gates after each Phase of a Project]]
	According to PMI a project has the dimensions of integration, scope, schedule, cost, quality, resources, and communication and Cooper’s stage gate model intends to include all aspects in its model.<ref name="Cooper"> </ref>		According to PMI, a project has the dimensions of integration, scope, schedule, cost, quality, resources, and communication and Cooper’s stage gate model intends to include all aspects in its model.<ref name="Cooper"> </ref>
	Contrary, the Quality Gate model focuses specifically on the factors of time (schedule), cost and quality – all three of them are essential for a project’s quality outcome. In this way, it differs to the stage gate model. The gates are set timely independent and flexible, but in a sequential order – whereas its criteria to pass a gate are defined very specifically. More information about the stage gate model can be obtained by another DTU wiki called [[The Stage-Gate Model\|The Stage-Gate Model]].		Contrary, the Quality Gate model focuses specifically on the factors of time (schedule), cost and quality – all three of them are essential for a project’s quality outcome. In this way, it differs to the stage gate model. The gates are set timely independent and flexible, but in a sequential order – whereas its criteria to pass a gate are defined very specifically. More information about the stage gate model can be obtained by another DTU wiki called [[The Stage-Gate Model\|The Stage-Gate Model]].

ThoreUwe: /* Quality Management & Control */

2021-02-28T21:54:22Z

Quality Management & Control

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	To achieve control over quality management in projects several tools evolved over the years and gained publicity.		To achieve control over quality management in projects several tools evolved over the years and gained publicity.

	'''Total quality management (TQM):''' "A management approach of an organisation centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction and benefits to all members of the organisation and society." <ref name="QGMunich"> Pfeifer, T. (2002). Quality management. Strategies, methods, techniques, Hanser, München, Wien.</ref> TQM aims for establishing an organisational culture where quality is the main criteria for success and requires cultural implementation. More information on the topic can be found in the DTU wiki [[Total Quality Management\|Total Quality Management]].		'''Total quality management (TQM):''' In one of the works of comparing quality management practices, Pfeifer describes TQM as "a management approach of an organisation centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction and benefits to all members of the organisation and society." <ref name="QGMunich"> Pfeifer, T. (2002). Quality management. Strategies, methods, techniques, Hanser, München, Wien.</ref> TQM aims for establishing an organisational culture where quality is the main criteria for success and requires cultural implementation. More information on the topic can be found in the DTU wiki [[Total Quality Management\|Total Quality Management]].

	'''European Foundation for Quality Management (EFQM) model:''' “The EFQM Model is a globally-recognised management framework which allows organisations to achieve success by measuring where they are on the path towards transformation, helping them understand the gaps and possible solutions available, and empowering them to progress and significantly improve their organisation’s performance.” <ref name="EFQM"> European Foundation for Quality Management, Retrieved from : "https://www.efqm.org/index.php/efqm-model/" [Accessed: 28. February 2021]</ref> It helps to define purpose, create culture, forge strong leaders, transform organisation, foster agile practices, address unique organisational challenges, forecast the future. More information on the topic can be found in the DTU wiki under [[Quality assurance methods in project management\|EFQM and the European Quality Award]].		'''European Foundation for Quality Management (EFQM) model:''' According to the foundation itself they summarize its model as the following: “The EFQM Model is a globally-recognised management framework which allows organisations to achieve success by measuring where they are on the path towards transformation, helping them understand the gaps and possible solutions available, and empowering them to progress and significantly improve their organisation’s performance.” <ref name="EFQM"> European Foundation for Quality Management, Retrieved from : "https://www.efqm.org/index.php/efqm-model/" [Accessed: 28. February 2021]</ref> It helps to define purpose, create culture, forge strong leaders, transform organisation, foster agile practices, address unique organisational challenges, forecast the future. More information on the topic can be found in the DTU wiki under [[Quality assurance methods in project management\|EFQM and the European Quality Award]].

	'''(Lean) six sigma:''' The combination of the principles from lean principles/management and six sigma is called lean six sigma. Lean management focuses on continuous process improvement based on small, incremental changes with the overall goal to improve efficiency and quality. Together with six sigma it aims for improving processes and performance by narrowing resources and variations down to the minimum required.<ref name=" "> Arnheiter, E. D., & Maleyeff, J. (2005). The integration of lean management and Six Sigma. The TQM magazine. </ref> More information on the topic can be found in the DTU wiki under [[Lean 6 Sigma in project management\|Lean Six Sigma]].		'''(Lean) six sigma:''' The combination of the principles from lean principles/management and six sigma is called lean six sigma. Lean management focuses on continuous process improvement based on small, incremental changes with the overall goal to improve efficiency and quality. Together with six sigma it aims for improving processes and performance by narrowing resources and variations down to the minimum required.<ref name=" "> Arnheiter, E. D., & Maleyeff, J. (2005). The integration of lean management and Six Sigma. The TQM magazine. </ref> More information on the topic can be found in the DTU wiki under [[Lean 6 Sigma in project management\|Lean Six Sigma]].