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total quality management
Total Quality Management For Project Management 1st Edition Kim H. Pries , Jon M. Quigley - Solutions
Build a work breakdown structure for a wooden pencil.
Build a work breakdown structure for a mechanical pencil.
Build a work breakdown structure for a ballpoint pen.
Link responsibility to the above work breakdown structure.
Search the world wide web for Microsoft Excel examples that support various control charts and try them with the data we have already used.
Map your process and create a process FMEA (PFMEA) for this process.
Make an argument for significant value part numbers (these are the part numbers where you can tell what it is by looking at the part numbers).
Make an argument for random value part numbers (you can’t tell what it is from the part number).
Develop an efficient protocol for configuration identification.
Read MIL-STD-973 and summarize the approach of the Department of Defense to configuration management.
Read MIL-HDBK-61 and summarize the approach of the Department of Defense to configuration management.
Create an efficient approach to MIL-STD-973 style configuration management.
Explain why you want software development to fall under a software configuration management tool.
Determine if you have a manufacturing resource planning (MRP) system or something like it and see if you can manage prototype part numbers in this system (many can’t do this at all or very well).
Create a protocol for shifting from MRO (maintenance, repair, and operations)purchased parts to MRP purchased parts (we often see a discontinuity in parts ordering during this shift).
Evaluate the comparative and contrasting benefits/costs of using MRO purchasing or MRP buying.
Difficult: compile a taxonomy of parts numeration schemes (a least five, with ten more desirable) and summarize the costs and benefits of each type.
Difficult: choose a project time line that you already have for a small- to medium-sized project and restate the sequence of events in process control plan format (you may use the AIAG format).
Contrast and compare the typical FMEA approach with FMECA (Failure Mode, Effects, and Criticality Analysis [MIL–STD–1629A]) and then HACCP(Hazard Analysis and Critical Control Point [ISO 22000 FSMS 2005]).
Merge the concept of the FMEA with that of a process control plan and synthesize a new super-document.
List probable documentation requirements for a typical project.
Produce a protocol that specifies how much say a purchasing/procurement department or organization should have regarding acceptance of new products.
Produce a specification that defines the steps necessary to avoid bad parts or bad designs when accepting a new product. Define whether you see a difference between commodity parts and specialized/customized parts.
Compile a protocol that balances risk management with speed for incoming new components.
Difficult: produce a complete program for reducing risk with new components, component changes, and other supplier changes.
Difficult: produce a complete program for reducing risk with product releases, product changes, and customer demands and interference.
Difficult: define an efficient method for tying an enterprise configuration management system on the supplier side with a different enterprise configuration management system on the customer side.
Medium: if release of bad material to a customer is an “escape,” what is the best way to prevent an escape? Define how you would do this improvement without simply adding more controls.
Come up with some reasonable explanation why we don’t have every component“mistake-proofed” (poka-yoke) and what recommendation you would make to improve this situation.
Design a system that does not need quality inspections.
Explain why you would do 100% visual inspection when it appears to have so little real value.
If you have inspection standards available (Z1.4 or Z1.9 or even MIL-STD-109), select an inspection mode and explain your selection.
Construct a method for preventing type 2 failures.
Explain (compare and contrast) the difference between quality assurance and quality control.
State a well-reasoned argument for why we do not inspect every piece.
Generate an essay explaining your approach to inspecting small commodity parts (for example, surface-mount resistors).
Categorize the types of inspection (see if you can find some which we did not elucidate in this chapter) and explain in tabular format the benefits and costs of each approach.
Analyze your own situation and determine when it is advisable to tighten up or loosen the inspection requirements (note that the standards provide for this situation).
Justify using an attribute sampling plan instead of a variables-based sampling plan.
Analyze a mass production situation (for example, surface mount soldering of printed circuit boards) and justify the cost of an automated optical inspection system.
Compile a list of alternatives to an automated optical inspection system.
Evaluate an x-ray inspection system. What are the limitations of this kind of system?
Map a process flow and indicate the points where an inspection would make sense and indicate which kind you would choose.
Create a method for eliminating inspection completely.
Determine if it is possible to have “zero quality control” through the use of mistake-proofing.
Not all inspection is visual. Describe five other ways to inspect material without using the visual approach.
Design a rubric method for assessing incoming material. Do we accept some level of flawed material?
Propose a visual method that simplifies inspection for line operators.
Design an inspection approach for a service.
Indicate how you would verify the inspection methods of a supplier.
Make an argument for the value of first article inspection.
Make an argument against the value of first article inspection.
Recall a time when you did not perform first article inspection. What were the consequences of that decision?
Are there project management components that should be put under inspection scrutiny?
Define the costs/negatives of using first article inspection.
Difficult: should the inspection technique chosen vary with the level of wear on the production tooling? How would you define the point (cusp) for change?Will inspection work at all? What other ways do we have to determine the current suitability of a tool?
Perform a cost analysis showing how a supplier can assume some level of type 1 failures and reduce type 2 failures at our plant.
As a project manager, you need to define how much you need to know in order to run your project—how much inspection capability do you need? Who can you trust?
Write a protocol for the inspection of new material.
Explain whether or not inspection is a valid control.
Compose an explanation for how to handle the fact that the human attention span is roughly 15-20 minutes long. How can you manage visual inspection if this is the case?
Brainstorm a list of metrics that make sense for your enterprise.
How would we determine which factors are significant? What is the appropriate technique for analysis?
Check your project management software tool if you are using one—does it have a method for calculating and displaying the standard project management metrics?
Consider using paired indicators—what would your paired indicators be?(Paired indicators keep each other “honest;” for example, lines of software code versus number of software errors per line).
Meditate on potential distortions to understanding introduced by the very same metrics you are using to illuminate the project.
What are the assumptions underlying your choices of metrics?
How many of the discipline-centric metrics will you review? For example, will you look at a number of software test cases?
Which cost metrics tell you all is well?
Which cost metrics tell you something is horribly wrong with the project?
Do you have historical data, so you can compile longitudinal metrics about typical and/or similar projects? What are the best metrics for longitudinal analysis?
Which statistics make sense for analyzing longitudinal data? Describe the appropriate statistics for a project?
Describe the statistics for a well-defined and controlled project.
Describe the statistics for a poorly defined and out-of-control project.
Can you simulate your project? Define a simulation solution.
How would you simulate the “rest of the project” remaining after wherever and whenever you are located in the current project? Describe completely your simulation approach (actor-based or discrete event or other).
What are the pitfalls of simulating project results? List them.
Explain the statistical assumptions underlying any probability distributions you may use in your simulations.
Consider the mean and the variance of a probability distribution and explain which one will tell you more about your situation.
Compile a list of potential sources for historical project information.
Choose four standard metrics and describe how you would use them to explain the status of the project to very-high-level management.
Define whether “percentage complete” is a meaningful term in project management.
Create a project dashboard with what you think are the four most important metrics. Is it good enough?
Create a project dashboard with what you think are the eight most important metrics. Is it any better than the four-metric dashboard?
Consider a balanced scorecard approach. What does this dashboard look like?
Explain how you would synthesize your metrics into an analysis and development of enterprise strategy.
Explain with contrast and compare how a scrum burn down chart is similar/dissimilar to a standard project management Gantt chart.
Make an argument for or against the statement “Scrum is a waterfall approach, just more quickly reviewed.”Here are the seven deadly sins (seven levels of purgatory):luxuria (lechery/lust)gula (gluttony)avaritia (avarice/greed)acedia (acedia/discouragement/sloth)ira (wrath)invidia (envy)superbia
Given a list of project management sins, explain how a maturity model can help to rectify the identified issues.
Make an argument for or against the use of maturity models. Be specific.
Just to be fair, here is a list of the seven cardinal virtues and the Latin names:Chastity Castitas Temperance Temperantia Charity Caritas Diligence Industria Patience Patientia Kindness Humanitas Humility Humilitas
Explain how these virtues can be incorporated into project management.
Create your own list of virtues that assist in the management of projects.
Brainstorm every defect you can associate with the maturity model approach.
Write a well-reasoned essay about whether you believe the work is done when we have reached the highest levels of a maturity model.
List some defects of the scrum approach to project management.
List some benefits of the scrum approach to project management.
Come up with ten ways to improve the scrum approach.
If daily reporting seems to improve completion, explain why even faster reporting might have diminishing returns.
Project: create a maturity model for the scrum approach!
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