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The information systems (IS) community has always had a concern about quality.
The pressure for delivering systems of high quality has never been greater. Time -tomarket
of products is accelerating; customers want the product faster and better.
Offshore programming and outsourcing agreements threaten to produce systems not
only cheaper but better. Software solutions can arise that can make the existing
state-of-the-art obsolete virtually overnight.
The IS community is also going through rigorous self-analysis. The Software
Engineering Institute’s (SEI) Capability Maturity Model (CMM) is raising questions
about the way IS shops build and deliver quality system.
Self-analysis is being forced from somewhere distant and is growing in popularity.
The pressure is for IS organizations to seriously consider becoming ISO 9000
certified. As companies, in general, and computing, in particular, become more
global in nature, the IS community will increasingly face pressure to comply with the
ISO 9000 series.
Project management plays an important role for becoming ISO 9000 certified.
According to a study of ISO 9000 certified firms in Colorado, project management
would have made their certification easier and more efficient. The Colorado firms
cited teamwork and project management as the two most important lessons learned;
the former is really project management, too. The firms also emphasized the need
for training, greater appreciation of time required, and better project management.
Arguably, the first and second items are project management-related, too.
BASICS OF ISO 9000
The ISO 9000 series, developed by the International Organization for
Standardization (ISO), are standards that provide a framework for developing quality
systems. Currently, five standards exist:
Standard Subject
9000 Guidelines on using standards
9001 Design, manufacture, install, and service of systems
9002 Production and installation
Standard Subject
9003 Final inspection and testing
9004 Quality management
In 1991, the ISO developed ISO 9000-3 for software development. It identifies
quality controls (QC) for developing, supplying, and maintaining software; focuses on
conforming to requirements throughout the life cycle of software; calls for defining,
documenting, and communicating policies and objectives on quality; and requires
reviews, inspections, defined responsibilities, version control, and other QC-related
disciplines being in place. These QC disciplines and others should be documented in a
quality plan.
Putting such QC disciplines in place is, however, not enough. The standards require
the companies to be certified, too, via a registrar who audits for compliance with the
standards. If it passes the review, the firm becomes ISO 9000 certified, subject to
periodic recertifications.
The ISO 9000 series is gaining recognition in the IS community. Firms like Sybase
and Hewlett–Packard have already embraced ISO certification.
PROJECT MANAGEMENT AND ISO 9000
A business endeavor must meet three criteria to be a project. It must have a fixed
duration, require performing a sequence of tasks, and produce something once the
tasks are complete.
Becoming ISO certified satisfies all three criterions. Becoming certified typically takes
up to one-and-a-half years: a series of tasks must occur (e.g., conducting pre-audits)
and “deliverables” (e.g., quality control policy) and a final product (e.g., ISO 9000
certification) are produced.
Being classified a project is an academic exercise. What is really important is that the
ISO project c ompletes successfully. Project management is the way to obtain that
result.
Project management is the systematic application of concepts, techniques, and tools
to plan, organize, control, and lead a project. Plan, organize, control, and lead are
the four basic functions of project management. Planning is deciding in advance what
the project will achieve, determining the steps to execute, and identifying when to
start and stop. Organizing is orchestrating resources cost-effectively to execute the
project plan. Controlling is assessing how well the project manager uses the plans
and organization to meet project goals and objectives. Leading is influencing people
to achieve the goals and objectives of the project.
PLANNING
Planning consists of seven basic elements:
1. Statement of work (SOW)
2. Work breakdown structure (WBS)
3. Estimating
4. Scheduling
5. Resource allocation
6. Budgeting
7. Risk control
Statement of Work
The SOW is a contract between the person performing the tasks and the internal or
external customer of the product. From an ISO 9000 perspective, the customer is
frequently an internal one (such as the manager of an IS department) and the
people performing the tasks (e.g., ISO 9000 implementation team members).
The SOW describes the project scope, major responsibilities, deliverables and final
product description, constraints, and signatures. Below is an outline of an SOW with
corresponding examples:
I. Goal
A. Obtain ISO 9000 certification of all IS development processes
II. Objectives
A. Complete ISO certification by August 28
B. Document 100 percent of the software development processes
III. Product/Service Description and Deliverables
A. Develop and publish quality manual
B. Document all as-is and to-be processes prior to certification
C. Train entire IS development staff on new processes
IV. Constraints
A. Training cannot exceed 40 hours per person
B. Third party registration cannot exceed $50,000
V. Responsibilities
A. Implementation team
B. Executive steering committee
Work Breakdown Structure
The WBS is a top-down, hierarchical list of the deliverables and the steps to produce
them. The purpose is to identify the major deliverables and the final product and list
the tasks to build them. An effective WBS has a level of granularity that makes
estimating and tracking of tasks meaningful, usually requiring less than two weeks of
effort. The WBS is based upon the content in the SOW and the input from the people
who perform the work. Once complete, the project manager does estimating,
develops schedules, and allocates resources.
Estimating
With a good draft of the WBS, the project manager estimates the effort required to
complete each of the lower level items in the work breakdown structure. Often,
estimating is highly subjective, reflecting extreme optimism or pessimism. Rarely do
estimates emerge realistic. To overcome the effects of extreme optimism or
pessimism, a formula — called the three-point estimate technique — exists to
compensate for the tendency towards exaggeration. For each low level item, the
project manager looks at three variables: most optimistic, most pessimistic, and
most likely. The most pessimistic is the time required to complete a task under the
worst conditions. The most optimistic is the time under the best conditions. The most
likely is the time under “typical” or “normal” conditions. Next, the variables are
plugged into a formula:
Expected Time = Most Pessimistic + 4(Most Likely) + Most Optimistic / 6
Example: 120 hours + 4(80 hours) + 60 / 6 = 83.33 hours
After estimating, the project manager translates the figures into flow, or work, days
to develop schedules. The time is typically divided into units of eight hours.
Scheduling
With the SOW, WBS, and estimates complete, the project manager can draft an
integrated, or network, schedule for the project. The integrated schedule is based
upon the logical relationship among lower level tasks in the WBS and the time
estimates; the result is a calculated set of dates for each task. These dates are: early
start date, early finish date, late start date, and late finish date. Early start date is
the earliest time that a task can start and early finish is the earliest time to finish;
late start is the latest that a task can finish and late start is the latest time to finish.
These dates become significant because they determine not only the flexibility in
starting and completing tasks but also the critical path. It is the path in the network
diagram that is the longest and has the tasks that cannot slide. Sliding these tasks
will jeopardize the project completion date. “Float” is the degree that a task can slide
past its completion date; tasks on this path have the least float.
Resource Allocation
The initial draft of the network diagram is sufficient, but it is unusable until resources
are applied against it. The project manager looks at the available resources and
allocates to each task. This allocation is mainly manpower-based for an ISO 9000
project; the project manager assigns people according to their education, knowledge,
and experience. The project manager may, in turn, adjust estimates, schedule logic,
or dates to reflect the expertise level of those people assigned to a task.
Budgeting
Calculating costs is relatively easy upon completion of resource allocation. The
project manager, using the project database, calculates the direct and overhead
costs for each task and the grand total for the entire project. The project manager
then has a realistic estimate of the entire cost for the project.
Risk
All projects, even ISO 9000 projects, are not without risks. As with other projects,
these risks, or vulnerabilities, can lay waste to the best plans. The project manager
who performs a risk assessment can determine where some of the vulnerabilities
may occur and adjust the estimates, schedules, and resource allocations accordingly.
Doing a risk assessment enables the project manager to effectively control the
project. Some common risks facing an ISO 9000 project include:
- Failing to agree upon what is an acceptable level of defects
- Failing to follow a standardized audit process
- Failing to receive ISO 9000 certification
- Lacking “buy-in” from key project participants
- Lacking senior management support or commitment
- Not agreeing upon a measurement criteria
- Not identifying a process owner
- Using an ill-defined criterion for benchmarking
ORGANIZING
Having good plans in place are necessary but have little use if no infrastructure
exists to support them. A project manager can put an infrastructure in place by
instituting one or more of these elements: team organization, responsibility matrix,
project manual, meetings, and software.
Team Organization
Assembling a group of people is not enough to form a project team. Structure is
necessary so that the synergy of the group is meaningfully captured and directed. An
effective way to capture that synergy is to organize the team into relationships that
reflect clear reporting and authorities and reflect that arrangement.
Project Manual
Ideally, team members should have the necessary information to do their work. A
project manual is an effective way to provide that information. The manual can be
either in hard copy or electronic form. Here is an outline of a typical project manual:
I. Introduction
A. About this manual
B. How to keep it current
II. Plan
A. Statement of work
B. Responsibilities
C. Schedules
III. Documentation standards
A. Narrative documentation
B. Flowcharting
IV. Procedures and policy statements
V. ISO 9000 guidelines
VI. Internal documentation
VII. Service support functions and responsibilities
VIII. Documentation
A. Reports
B. Forms
IX. Contact lists
X. Self-assessment practices
XI. Appendices
Meetings
In a project environment, the project manager conducts three basic meetings:
checkpoint review, status review, and staff. The checkpoint review meeting is held
after the occurrence of an important event, such as the completion of a major
milestone in the schedule. The focus of this meeting is to learn what has and has not
gone well and decide whether to proceed. The status review meeting is held
regularly, i.e., weekly. Its purpose is to assess schedule status, cost, and quality.
The staff meeting, to communicate and share information, is held regularly.
Software
The larger the project the more important is the role of software. Because the
number of tasks and their interrelationships become more complex, the compilation
and analysis of data require speed and reliability. Some popular, reliable project
management packages include Microsoft Project and Primavera Project Planner.
Using software requires, however, a caveat. The software does not manage a project
— the project manager does. The software is only a tool, like the project manual or
schedule, to attain desired results.
CONTROLLING
A plan lays the basis for good project management but does not guarantee success.
A project manager must still ensure that the plan is being followed — that he is
controlling the project. Controlling involves these four elements:
1. Status collection and assessment
2. Tracking and monitoring
3. Contingency planning
4. Replanning
Status Collection and Assessment
To determine how well a project is progressing requires collecting useful data about
its overall performance. In other words, status collection. Collecting data is, however,
not enough. The project manager must also assess performance vis a vis the plan. In
other words, status assessment. Status collection and assessment work together to
help the project manager track and monitor project performance.
Because ISO 9000 projects last one to one-and-a-half years on average, a tendency
exists to give status collection and assessment a lower priority than “doing the
work.” Relegating status collection and assessment to such a level can lead to an
illusion of optimism and, subsequently, to grave oversights that require a rush to
successfully complete the project. It is best to set a regular time for collection and
assessment to constantly review performance.
Tracking and Monitoring
To assess project performance, the project manager looks at the past and into the
future. Looking at the past, or tracking, gives the project manager an understanding
of where the project is currently and uncovers any problems or oversights. Looking
into the future, or monitoring, gives the project manager an understanding of where
the project will be in the future based on previous performance to date. Together,
tracking and monitoring enable the project manager to “get a bearing” on the project
and steer it in the right direction.
Tracking and monitoring play a key role in certification, especially if time-to-market
is essential. If tracking and monitoring reveal a negative condition, the project
manager can quickly determine if and what action is necessary to improve project
performance.
Contingency Planning
As mentioned earlier, the project manager performs a risk assessment. Not only is
the risk assessment necessary for estimating and scheduling, it is also important to
respond appropriately to circumstances not directly incorporated in the project plan.
Contingency planning enables the project manager to respond to an expected
circumstance that had a low likelihood of occurrence (e.g., failure to imple ment
certain quality control processes).
Replanning
Occasionally, circumstances arise on a project that were not anticipated and renders
the plan obsolete. Replanning then becomes necessary. But replanning is not free. It
slows the momentum of the project, reduces production, increases costs, and adds
anxiety to team members. It is important, therefore, that the project manager
determine the impact of replanning before taking such a drastic action.
LEADING
Although listed as the fourth function of project management, it is by no means the
least important. Arguably, it could be the most important for it is the only function
that occurs simultaneously with the other functions.
Leading a project requires:
- Providing vision
- Communicating
- Maintaining direction
- Motivating
- Being supportive
- Building a team atmosphere
Providing Vision
The project manager leads by giving team members a sense of purpose and direction.
To some extent, the project manager does so by developing an SOW and a schedule.
The project manager must also continuously “paint” that vision in the minds of the
project participants.
This is no small task for a project manager of an ISO 9000 project. Because of the
length of the project and the nebulous nature of “certification,” people have a
difficult time keeping the vision clearly in the forefront. The project manager must
assume the responsibility for keeping that vision ever present in everyone’s mind.
Communicating
People on the project team must be continually kept abreast about their own work,
in particular, and about the project, in general. The project manager plays the
central role to keep communications ongoing. To some extent, the project manager
does that by holding meetings, distributing the project manual, and publishing
responsibility matrices.
Communicating for ISO 9000 projects is not, however, as easy as it might seem. The
number of participants can be large and their backgrounds diverse, especially as the
size of the organization to be certified increases. The project manager must then be
able to communicate the same messages to different audiences.
Maintaining Direction
Plans serve absolutely no function unless people follow them. The project manager
leads by following up on whether the project occurs according to plan. However, the
project manager also ensures that all activities focus on achieving the goals and
objectives of the project. The project manager does that largely by holding status
review meetings, collecting information about status, and taking necessary corrective
actions.
ISO 9000 projects can easily succumb to scope creep, that is, expanding the
boundaries of what a project must accomplish. Because QC processes can span
multiple functions and organizations, the scope is easily expanded. The project
manager must constantly perform “stewardship” to ensure that the project does not
go beyond its original intent.
Motivating
First and foremost, the project manager motivates people. Motivation is difficult
because the project manager frequently lacks direct control over people. For
example, if many team members work in a matrix environment, the project manager
lacks control. In addition, the project manager often deals with individuals and
groups with greater “rank” or authority. Motivation best occurs if all the key players
participate in planning, organizing, and controlling the project.
Being Supportive
The project manager facilitates by removing obstacles that hinder achieving goals
and objectives. These obstacles might be something as tangible as acquiring better
software or as ambiguous as political interference in the performance of specific
tasks. In other words, the project manager leads by establishing an atmosphere
where people can perform at their best by building an infrastructure to execute the
plan.
Building a Team Atmosphere
Finally, the project manager leads by ensuring that all the people work together. On
an ISO 9000 project, the number of participants can be large, especially if an entire
organization seeks certification. The project team, sponsor, and customer must work
together to have a successful project. To a large extent, the project manager leads
in this regard by ensuring all the major participants are involved in planning and
controlling the project.
POOR MILEAGE?
ISO 9000 certification is becoming popular throughout the world, in general, and the
IS community, in particular, is starting to give it the same attention as it did with the
SEI CMM. Ironically, many IS organizations strive for quality in an unqualitative way.
They pursue certification like a poorly tuned engine; very little mileage is gained per
the amount of gas consumed. The IS organization may reach its destination but at a
price that far exceeds the value of the results attained. Project management is the
tune-up that many ISO 9000 projects need to improve the mileage. | 
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