22/09/2007

1
22/09/2007
2
JaminanKualitasProyek y
Merupakansemuaaktifitasyangdilakukanolehorganisasiproyekuntuk
memberikanjaminantentangkebijakankualitas,tujuandantanggung
jawabdaripelaksanaanproyekagarproyekdapatmemenuhikebutuhan
yangsudahdisepakati.
Kualitasyangdimaksuddisinibiasanyamemilikihubunganketerkaitan
yangsangateratdengansejumlahstandarinternasional,seperticontohnya
d l h h b d
y g g g j p y
adalahmemenuhiISOsebagaipanduansistemmanajemenmutu
(misalnyadalampembuatanaplikasidiperhatikankaidahbakusoftware
engineering yangmemenuhisoftwarequalityassurance).
Diartikansebagaitotalitasekspektasiyangdiharapkanolehpemrakarsa
atausponsorproyek;dalamartikatamerekayangtermasukdidalam
stakeholder proyekmendefinisikanharapanharapannyaterhadaphasil
dariproyekyangdikerjakan.
22/09/2007
3
Kualitasadalahderajatdaribeberapakarakteristik
pemenuhanrequairement
Terdiridaribeberapaaktifitas
QualityPlaning,mengidentifikasistandarkualitasutk Qua ty a g, e g de t as sta da ua tas ut
pelaksanaanproyekdanbagaimanamemenuhinya
PerformQualityAsurance,mengimplementasikanrencana
jaminankualitasagarproyekmemenuhisemuarequairement
PerformQualityControl,memonitorhasilpelaksanaan
proyekapakahmemenuhistandarkualitasatautidak
22/09/2007
4
Implementing Quality Project Management ImplementingQualityProjectManagement
Customersatisfaction Theprojectmustsatisfythecustomerrequirementsby
deliveringwhatitpromisedinordertosatisfytheneedsofthecustomer.
Prevention Qualityisplannedintoaproject,notinspectedin.Itisalwaysmore
costeffectivetopreventmistakesthantocorrectthem.
Managementresponsibility Theprojectteammustworktowardsthequalitygoal,
butmanagementmustprovidetheneededresourcestodeliveronthequality
promises promises.
Plandocheckact Deming,arguablytheworldsleaderinqualitymanagement
theorythankstohismanagementmethodsimplementedinJapanafterWorldWar
II,setthebarwithhisplandocheckactapproachtoqualitymanagement.
Kaizentechnology Kaizenisaqualitymanagementphilosophyofapplying
continuoussmallimprovementstoreducecostsandensureconsistencyorproject
performance.
Marginalanalysis Marginalanalysisstudiesthecostoftheincremental
d d h
g y g
improvementstoaprocessorproductandcomparesitagainsttheincreasein
revenuemadefromtheimprovements.
22/09/2007
5
22/09/2007
6
PerencanaanKualitas
22/09/2007
7
InputPerencanaanKualitas p
EnterpriseEnvironmentalFactor
Strukturdanbudayaorganisasi
Standarindustri
F il / l Fasiltas/peralatan
SDM
PMInformationSystem
Stakeholder
Standartestimetingdatabase
22/09/2007
8
Lanjutan j
OrganizationalProcessAssets
Prosesdanprocedureorganisasidalammelaksanakan
proyek
Organisasi carakerja keuangan Organisasi,carakerja,keuangan
Informasidanstandartorganisasi
Gaji,dokumenproyek
ProjectScopeStatement
ProjectManagementPlan ProjectManagementPlan
22/09/2007
9
Tools&Techniques q
Costbenefitanalysis
Mengurangipengulanganpekerjaan
Meningkatkanproduktifitas
Mengurangibiaya g g y
Meningkatkankepuasanstakeholder
Benchmarking
Menandaidanmembandingkanaktifitasproyekdengan
proyeksejenis
DesignofExperiment DesignofExperiment
Melakukanujicobaterhadapdesigndanmelakukananalisis
kondisioptimal
22/09/2007
10
CostBenefitAnalysis y
22/09/2007
11
Lanjutan j
CostOfQuality(COQ)
Totalbiayayangdikeluarkanuntukmemnuhistandart
kualitasyangdiminta
AdditionalQualityPlaningTools AdditionalQualityPlaningTools
Matrixdiagram
22/09/2007
12
QualityPlaningOutputs Q y g p
QualityManagementPlan
QualityMatrix
Tingkatkegagalan
k l Tingkatpenyelesaian
QualityChecklist
PrcocessImprovementPlan
QualityBaseline y
ProjectManagementPlanUpdates
22/09/2007
13
PerformQualityAssurance Q y
22/09/2007
14
Qualityassurance Q y
Qualityassurance(QA)isthesumoftheplanningand
theimplementationsoftheplanstheprojectmanager,
theprojectteam,andmanagementdoestoensurethe
projectmeetsthedemandsofquality projectmeetsthedemandsofquality.
TherearetwotypesofQA:
InternalQA Assuranceprovidedtomanagementandthe
projectteam
ExternalQA Assuranceprovidetotheexternalcustomersof Q p
theproject
22/09/2007
15
PerformingQualityControl g Q y
22/09/2007
16
Checklist
22/09/2007
17
ControlChart
22/09/2007
18
ParetoDiagrams g
AParetodiagramissomewhatrelatedtoPareto'sLaw:
80percentoftheproblemscomefrom20percentof
theissues.
Thisisalsoknownasthe80/20rule Thisisalsoknownasthe80/20rule.
Theprojectteamshouldfirstworkonthelargest
problemsandthenmoveontothesmallerproblems.
22/09/2007
19
ParetoDiagrams g
22/09/2007
20
ResultsofQualityControl Q y
Acceptancedecisions Resultsofworkareeitheracceptedor
rejected.
Rework Nonconformancetoqualityresultsinrework.Reworkcosts
timeandmoneyandcontributestoprojectsbeinglate,overbudget,
orboth.Itisalwaysmorecosteffectivetodotheworkrightthefirst
timethantodoitcorrectthesecond timethantodoitcorrectthesecond.
Completedchecklists Iftheprojectisusingcheckliststoconfirm
thecompletionofwork,thenthecompletedchecklistsshould
becomepartoftheprojectrecords.
Processadjustments Whenresultsofinspectionsindicatequality
isoutofcontrolthenprocessadjustmentsmaybeneededtomake
immediatecorrectiveactionsorplannedpreventiveactionsto immediatecorrectiveactionsorplannedpreventiveactionsto
ensurequalityimproves.
22/09/2007
21
Masalah berkait dengan kualitas Masalahberkaitdengankualitas
22/09/2007
22
DiagramPenjaminanKualitas g j