3.4.2T Quality Assurance Questions

(3.4.2T.P1)

Quality assurance refers to validating the processes used to create deliverables. It is an especially helpful process for managers and sponsors. These managers may not have the time or expertise required to validate whether deliverables are complete, correct and of high quality. However, they can discuss the processes used to create the deliverables to determine if the processes seem sound and reasonable.

What does a good quality assurance question look like? How about the following:

  • How’s it going? (no)

  • Does it look like you will finish on time? (no)

  • Anything unusual going on? (no)

  • Is everything on-track? (no)

  • Looks like things are going okay then? (no)

  • Tell me if you have any problems. (no)

  • If I don’t hear from you, I’ll assume everything is okay. (no)

  • I have to trust you. I can’t tell if you are on track or not. (no)

These are not good quality assurance questions. They are not specific and the answers that you would receive would not help you determine the overall status of the project. Instead, these are examples of “ask a stupid question, get a stupid answer”.

The quality assurance questions must be much more specific and targeted to determine the current status of the project. Good quality assurance questions will uncover the state of the processes used to manage the project. There are better examples of quality assurance questions later in this section.  

In addition to looking at current processes, one of the basic premises behind a quality assurance review is to look for things that could go wrong. For instance, you may ask how a document was created and approved, and you may receive a valid answer. However, the reviewer needs to also be able to determine if the process is as thorough as it needs to be. The questions should explore areas that could go wrong and a discussion of the project impact if something did go wrong with a process.

A quality review should uncover process deficiencies. However, this is where individual perspective comes into play. The reviewer needs to understand that the processes used on a project may not be perfect, but they may be good enough. No project manager (or organization) can spend the time and effort associated with trying to make perfect processes. There is some chance that something could go wrong with any process. However, the impact of a problem is normally not enough to require additional and redundant processes. If the consequences are dire, of course, you would want a tighter and redundant process. However, if the consequences are not significant, then an 80/20 process will be just fine.

Quality assurance should focus on ensuring that “good” processes are established and that these “good” processes are being followed. The processes do not need to be perfect.

Quality Assurance Audit (3.4.2T.P2)

In many cases, it makes sense to have an outside party evaluate the project management processes being utilized and double-check to make sure the project is progressing as expected. The project manager or functional manager might call for a project audit as part of an overall quality management program. In some cases, such as a government project, periodic audits may be called for as a part of the overall contract. This “outside party” could be any qualified person outside of the project manager. In some cases, your organization may have an internal project audit specialist. It is possible that the Project Director or the Project Sponsor could also perform this audit. The outside party could be an outside contractor or consultant, but they do not need to be.

The audit itself focuses on whether effective project management processes are being utilized and whether the project appears to be on-track. A project audit focuses on quality assurance – asking questions about the processes used to build deliverables. The audit can follow this process:

 

Role

Quality Assurance Audit

1

Auditor

Notify the parties

The auditor notifies the project manager of the upcoming audit and schedules a convenient time and place. Other key stakeholders should be notified of the audit as well.

2

Auditor

Prepare for the audit

The auditor may request certain information up-front. The auditor might also ask the project manager to be prepared to discuss certain aspects of the project. This ensures that the actual meeting time is as productive as possible.

3

Auditor, Project Team

Perform initial interview

During the initial meeting, the auditor asks the appropriate questions to ensure the project is on-track. If there are any areas that are not on track, the auditor notes them as such.

4

Auditor, Project Team

Perform as many other interviews as necessary (optional)

On many projects, the audit might culminate in the initial meeting. If the project is large or complex, the auditor might need to perform follow-up analysis. This includes meeting with other team members and clients, and reviewing further documentation.

5

Auditor

Document the findings

The auditor documents the status and the processes used on this project against best practices. If the organization has standards and policies in place for managing projects, the auditor determines whether any of these are not being followed on the audited project. The auditor should also make recommendations on things that can be done to provide more effective and proactive management of the project.

6

Auditor, Project Manager

Review draft audit report

The auditor and the project manager should meet again to go over the initial findings. This auditor describes any project management deficiencies and recommendations for changes. This review also provides an opportunity for the project manager to provide a rebuttal when necessary. In many cases, the initial findings of the auditor might be modified based on specific, targeted feedback from the project manager.

7

Auditor

Issue final report

The auditor issues a final report of findings and recommendations. The project manager may also issue a formal response to the audit. In the formal response, the project manager can accept points and discuss plans to implement them. The project manager may also voice his disagreement with certain audit points, and explain his reason why. In these cases, the project sponsor and the project director (manager of the project manager) will need to decide if the project manager should comply with the recommendations or not.

Quality Assurance Questions (3.4.2T.P3)

The following questions can be used to guide the quality assurance discussion for a software development project. Different types of projects can create a similar list of QA questions. The project management questions should be similar regardless of the project. However, the questions related to the project lifecycle will vary depending on the nature of the project, and depending on the specific phase the project is in.

When

Quality Assurance Discussion for a Software Development Project

(Sample deliverables. Not a full list.)

Up-front project definition

  • Has the right sponsor been identified, and has he formally approved the project?

  • Has a Project Charter been written and approved by the appropriate managers and sponsor?

  • Did the key stakeholders participate in the planning?

  • Are the resource requirements adequate?

  • Has a valid project schedule been created?

  • Have major milestones been defined for management monitoring and reporting?

  • Has a sound estimate been created in terms of effort, cost and duration?

  • What Project Management Plan will be used to control the project?

  • Do completeness and correctness criteria exist for each major deliverable?

Project management questions to be asked at the end of every major phase

  • Is the project manager utilizing the schedule to manage the work performed by the team?

  • Does the schedule accurately reflect the work remaining?

  • Does the schedule reflect the detailed activities required over the next three-month horizon (or until the next major milestone)?

  • Can the project manager clearly explain where the project is vs. where it should be at this time?

  • Will all the deliverables specified in the Project Charter be completed?

  • Are solid processes being used to manage issues, scope and risk?

  • Should the Project Charter be updated to reflect any major changes to the project?

  • Is the project manager communicating effectively through status meetings and status reports?

  • Is the project on track in terms of cost, duration and quality?

  • Are the business clients happy with the project progress so far?

  • Are client expectations being properly managed?

At the end of the gathering business requirements

  • Have the business requirements been documented and approved by the appropriate business clients?

  • What other deliverables did the project produce during this phase? Did the appropriate business clients approve them? Examples include:

    • Conceptual System Design

    • Testing Strategy

    • Data Conversion Strategy

    • Training Strategy

  • Is the project following appropriate company standards, guidelines and policies?

At the end of the design, construct and testing phases

  • What deliverables did the project produce during each phase? Did the appropriate business clients approve them? Examples include:

    • Technical Design

    • Testing Plan

    • Training Plan

    • Data Conversion Plan

    •  Tested solution

  • If the preceding deliverables are not created, discuss how the testing was accomplished, how the training will be performed and how data will be converted.

  • Is the project following appropriate company standards, guidelines and policies?

  • Is the project following the standard company technology architecture?

After the solution is implemented

  • Was the solution formally approved and accepted by the project sponsor before being moved to production status?

  • Is the project team initially supporting the production solution?

  • Are initial problems being resolved in a timely manner?

  • Is the solution being properly transitioned to the support team?