22/09/2007

22/09/2007

JaminanKualitasProyek y
y Merupakansemuaaktifitasyangdilakukanolehorganisasiproyekuntuk

memberikanjaminantentangkebijakankualitas,tujuandantanggung jawabdaripelaksanaanproyekagarproyekdapatmemenuhikebutuhan yangsudahdisepakati. y Kualitasyangdimaksuddisinibiasanyamemilikihubunganketerkaitan yang y gsangat g eratdengan g sejumlah j standarinternasional,seperti p contohnya y adalah d l hmemenuhi h ISOsebagai b panduan d sistemmanajemenmutu (misalnyadalampembuatanaplikasidiperhatikankaidahbakusoftware engineering yangmemenuhisoftwarequalityassurance). y Diartikansebagaitotalitasekspektasiyangdiharapkanolehpemrakarsa atausponsorproyek;dalamartikatamerekayangtermasukdidalam stakeholder proyekmendefinisikanharapanharapannyaterhadaphasil dariproyekyangdikerjakan.

22/09/2007

y Kualitasadalahderajatdaribeberapakarakteristik

pemenuhanrequairement y Terdiridaribeberapaaktifitas
y Qua Quality tyPlaning, a g,mengidentifikasi e g de t as sta standar da kualitas ua tasut utk

pelaksanaanproyekdanbagaimanamemenuhinya y PerformQualityAsurance,mengimplementasikanrencana jaminankualitasagarproyekmemenuhisemuarequairement y PerformQualityControl,memonitorhasilpelaksanaan proyekapakahmemenuhistandarkualitasatautidak

22/09/2007

ImplementingQualityProjectManagement
y Customersatisfaction Theprojectmustsatisfythecustomerrequirementsby

deliveringwhatitpromisedinordertosatisfytheneedsofthecustomer.

y Prevention Qualityisplannedintoaproject,notinspectedin.Itisalwaysmore y y y y

costeffectivetopreventmistakesthantocorrectthem. Managementresponsibility Theprojectteammustworktowardsthequalitygoal, butmanagementmustprovidetheneededresourcestodeliveronthequality promises. promises Plandocheckact Deming,arguablytheworldsleaderinqualitymanagement theorythankstohismanagementmethodsimplementedinJapanafterWorldWar II,setthebarwithhisplandocheckactapproachtoqualitymanagement. Kaizentechnology Kaizenisaqualitymanagementphilosophyofapplying continuoussmallimprovementstoreducecostsandensureconsistencyorproject performance. Marginal g analysis y Marginal g analysisstudiesthecostoftheincremental improvementstoaprocessorproduct d and dcomparesitagainstthe h increasein revenuemadefromtheimprovements.

22/09/2007

22/09/2007

PerencanaanKualitas

22/09/2007

Input p PerencanaanKualitas
y EnterpriseEnvironmentalFactor y Strukturdanbudayaorganisasi y Standarindustri y Fasiltas/peralatan F il / l y SDM y PMInformationSystem y Stakeholder y Standartestimetingdatabase

22/09/2007

Lanjutan j
y OrganizationalProcessAssets y Prosesdanprocedureorganisasidalammelaksanakan proyek
y

Organisasi carakerja, Organisasi, kerja keuangan Gaji,dokumenproyek

y Informasidanstandartorganisasi
y

y ProjectScopeStatement y ProjectManagementPlan

22/09/2007

Tools&Techniques q
y Costbenefitanalysis
y Mengurangipengulanganpekerjaan y Meningkatkanproduktifitas y Mengurangi g g biaya y y Meningkatkankepuasanstakeholder

y Benchmarking
y Menandaidanmembandingkanaktifitasproyekdengan

proyeksejenis

y DesignofExperiment
y Melakukanujicobaterhadapdesigndanmelakukananalisis

kondisioptimal

22/09/2007

CostBenefitAnalysis y

10

22/09/2007

Lanjutan j
y CostOfQuality(COQ) y Totalbiayayangdikeluarkanuntukmemnuhistandart kualitasyangdiminta y AdditionalQualityPlaningTools y Matrixdiagram

11

22/09/2007

Q Quality yPlaning gOutputs p

y QualityManagementPlan y QualityMatrix y Tingkatkegagalan y Tingkat k penyelesaian l y QualityChecklist y PrcocessImprovementPlan y Quality yBaseline y ProjectManagementPlanUpdates

12

22/09/2007

PerformQ Quality yAssurance

13

22/09/2007

Q Quality yassurance
y Qualityassurance(QA)isthesumoftheplanningand

theimplementationsoftheplanstheprojectmanager, theprojectteam,andmanagementdoestoensurethe projectmeetsthedemandsofquality. quality y TherearetwotypesofQA:

y InternalQA Assuranceprovidedtomanagementandthe

projectteam y ExternalQ QA Assurancep providetotheexternalcustomersof theproject

14

22/09/2007

Performing gQ Quality yControl

15

22/09/2007

Checklist

16

22/09/2007

ControlChart

17

22/09/2007

ParetoDiagrams g
y AParetodiagramissomewhatrelatedtoPareto'sLaw:

80percentoftheproblemscomefrom20percentof theissues. y Thisisalsoknownasthe80/20rule. y Theprojectteamshouldfirstworkonthelargest problemsandthenmoveontothesmallerproblems.

18

22/09/2007

ParetoDiagrams g

19

22/09/2007

ResultsofQ Quality yControl

y Acceptancedecisions Resultsofworkareeitheracceptedor

rejected. y Rework Nonconformancetoqualityresultsinrework.Reworkcosts timeandmoneyandcontributestoprojectsbeinglate,overbudget, orboth.Itisalwaysmorecosteffectivetodotheworkrightthefirst timethantodoitcorrectthesecond. second y Completedchecklists Iftheprojectisusingcheckliststoconfirm thecompletionofwork,thenthecompletedchecklistsshould becomepartoftheprojectrecords. y Processadjustments Whenresultsofinspectionsindicatequality isoutofcontrolthenprocessadjustmentsmaybeneededtomake immediatecorrectiveactionsorplannedpreventiveactionsto ensurequalityimproves.

20

22/09/2007

Masalahberkaitdengankualitas

21

22/09/2007

Diagram g Penjaminan j Kualitas

22