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Process stability

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  • #26643

    Shilps
    Member

    Hi,Would like to hear from the experts on this. When do I say that the org level process is stable. For example, when can I say that the project planning process in my organization is stable.Thanks

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    #64754

    S
    Participant

    Do you have metrics collected for project management? which are they? only on basis of that can we draw a run chart and see if the planning phase is stable.
    Can elaborate more on it once i hear from you?

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    #64755

    Shilps
    Member

    Thats my basic question. How do we do it? Run chart, control chart, some other chart…what? Of process parameters, then which process parameter- EV, SV what else? If the control chart for SV is not in control but is in control for EV , do we straight away go and say that process is stable or unstable?
    What I am looking for is not an answer purely based on Stats. The practical aspect of it. Are there other indicators beside Control charts and other stats based tools which can help us in determining the process stability?
     
    Can we really measure the process stability of each and every process ( with reference to CMMi PAs)? If yes, then how.
     
    When will I say that my Technical Review process is stable? The release process is stable?
    Thanks

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    #64794

    Senthil
    Member

    Review Efficiency can be used as metric to asses the stability of your Technical Review process.
    Review Efficiency% = (Number of Review defects) / (Total number of Review + Testing Defects [including customer reported test defects])*100
    I would suggest , Individual Moving Range chart can be used to asses the stabilty of process.
     
     

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    #64795

    Aby
    Participant

    Correct if I am wrong !!
    ain’t
    Review Efficiency = Errors found per hour ( review hours ) ??please do clarifycheerz
    Aby

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    #64798

    Jonathon Andell
    Participant

    The simple answer is that stability is defined as a control chart pattern that demonstrates predominantly common cause variation.
    The real challenge here is figuring out what to measure in the first place. The ramifications are significant, so the decision should not be made lightly. Two books worth considering are 1) Creating a Customer-Centered Culture, by R. Lawton, and 2) Measuring What Matters, by Napier & McDaniel.
    If you need further assistance with this, we could chat off-line.

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    #64803

    Henry
    Participant

    Hi,
    One of the methods we follow is based on the process compliance check. The stability is measured from no of NC or Observation raised on that project planning process.
    E.g
    Defect Per Oppur. = No of NC or Observation / No of opportunities in Project planning * No audit conducted
    Now you can covert into sigma value.
    Regards,
    Henry G
     

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    #64814

    Snow
    Participant

    Stability in terms of process improvement is a statistical idea, so I dont know how you work with it in a nonstatistical way.  That said, why would you look to apply this concept to project management? How does that add value to your organization?

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    #64817

    Don Strayer
    Participant

    You need a defined set of process quality standards, a method to objectively measure compliance to the standards (typically a checklist), a process for periodically appraising all applicable projects, and a waiver procedure so that nonapplicable attributes are excluded.  If this is in place, the control charting should be easy.  The biggest challenge is to determine the standards.  If they’re fuzzy, go back to Define.  Keep in mind that many project management attributes are qualitative.  An attribute might be missing, present but below standards, or satisfactory.  Don’t try to use a quantitative scale unless you can consistently measure, for instance, the difference between 7 and 8 on a scale of 1-10 across all projects.  And that should tell you something about the most applicable type of control chart.

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