QPLN7 Quality control and monitoring

QPLN7 Quality control and monitoring Leading partner UNIVERSITY OF MACEDONIA – UOM Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Introducing QPLN7 Monday, 27th August LefkotheaKartasidou & IoannisAgaliotis Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Introduction • Project quality management includes the process required to ensure that the project satisfies the needs for which it is undertaken. • PQM includes all the activities of the overall management function that determine the quality policy, objectives, and responsibilities and implement them within the quality system.

1- INPUTS • -work results • -quality management plan • Operational definitions • checklists • 2- TOOLS AND TECH. • inspection • Control charts • Pareto diagrams • Statistical sampling • flowcharting • Trend analysis • 3- OUTPUTS • Quality improvement • Acceptance decisions • rework • Completed checklist • Process adjustment • 1- INPUTS • -Quality policy • -Scope statement • Product description • Standards and regulations • Other process outputs • 2- TOOLS AND TECH. • benefit/ cost analysis • Benchmarking • Flowcharting • Design of experiments • 3- OUTPUTS • Quality management plan • Operational definitions • checklists • Inputs to other processes • 1- INPUTS • -Quality management plan • -result of quality control measurements • Operational definitions • 2- TOOLS AND TECH. • Quality planning tools and techniques • Quality audits • 3- OUTPUTS • Quality improvement

Activities for Quality Control • Acceptance decisions: decisions as to whether the products or services are accepted or rejected • Rework: actions taken to correct rejected products or services • Process adjustments: Action taken to correct or prevent future quality problems Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Common understanding Quality management should complement modern project management as they both recognize the importance of : 1- Customer satisfaction 2- Prevention over inspection 3- Management responsibility 4- Processes within phases (plan – do –check – act cycle)

Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Monitoring • Preventative monitoringfocuses on the review of the objectives, priorities, methodology, activities planned • Advisory monitoringfocuses on advice / suggestion to accompany the project implementation and solve issues • Control monitoringfocuses on assessment of the results / impact/ sustainability/ visibility Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Monitoring and Evaluation WHY DO WE HAVE TO DO THIS? • Strengthens accountability and transparency • Provides information for effective management • Helps determine what works well and what requires improvement • Builds knowledge

Monitoring and Evaluation Monitoring and Evaluation ? What is the difference? • Monitoring: Examine the degree of project progress and to modify the project contents as necessary • Evaluation: Review the project with the 5 criteria at the near completion of the project or several years later. Recommendation and lessons learnt would be made for improving the quality of the future projects or other on-going projects

Monitoring and Evaluation 5 Main Criteria for Evaluation • Efficiency • Effectiveness • Impact • Relevance • Sustainability

Monitoring and Evaluation • Efficiency: The productivity in project implementation. The degree to which Inputs have been converted into Outputs. • Effectiveness: The degree to which the Project Purpose has been achieved by the project Outputs. • Impact: Positive and negative changes produced, directly or indirectly, as a result of the Implementation of the project. • Relevance: The validity of the Overall Goal and Project Purpose at the evaluation stage. • Sustainability: The durability of the benefits an and development effects produced by the project after its completion.

METHODOLOGY • To Do List for all WPs • Problem Analysis • Objective Analysis • Project Design Matrix • Total Quality Management for Internal QMC • SWOT Analysis • Suggestion: Development of special questionnaire for internal quality monitoring and control Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

To Do List for all WPs Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Quality measurements Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Quality measurements Non consortium partners involved • Aristoteles University of Thessaloniki – AUTH, Social Policy Committee, Greece • Association of Visual Impairment Research - AVIR, Greece • University of Athens- UOA, Accessibility Unit, Greece • Institute of Education, University of London, London, UK • School of Oriental and African Studies, University of London, UK • Student Disability Services University College London, London, UK • Mr. Daniele Regolo with hearing impairment, works in his own society “Jobdisabili.it” developed to promote the access to the work world for people with disabilities. Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Workshop I- Internal QPLN7 Monday, 27th August LefkotheaKartasidou & Elsa Pavlidou Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

http://www.google.gr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CEsQFjAA&url=http%3A%2F%2Fmiyaichi.up.seesaa.net%2Fimage%2FSession20Presentaion20%28PCM%2920final.ppt&ei=Gq0wUMyYFI-XhQem0ICQCQ&usg=AFQjCNHK1TOd-b9ldczw7gY3PmIvKPgTSwhttp://www.google.gr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CEsQFjAA&url=http%3A%2F%2Fmiyaichi.up.seesaa.net%2Fimage%2FSession20Presentaion20%28PCM%2920final.ppt&ei=Gq0wUMyYFI-XhQem0ICQCQ&usg=AFQjCNHK1TOd-b9ldczw7gY3PmIvKPgTSw Problem Analysis Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Problems Analysis visually represents the causes and effects of existing problems in the project area, in the form of a Problem Tree. It clarifies the relationships among the identified problems. Problem Analysis

Relationships of Problems? I am not sure what to do in this work My salary is low I get poor respect from the boss I am lack of expertise/skills My company is not getting profit My post is not high yet My poor communication to boss We have different ways to think I am lack of training Problem Analysis Simply connect causes and effects by directly“Because” EFFECT I am not motivated to work CAUSE

Let us see the cause and effect relations by making a Problem Tree!! Problem Analysis Some home problems Lack of nutritious food Water facilitations was destroyed Lack of medical facilities Lack of clean water and sanitation Parents do not have income Child is ill

Problem Tree EFFECT CAUSE

Problem Analysis Steps in Undertaking Problem Tree • Identify problems that the project will address. State problems in negative manner. • Group problems by similarity of concerns. • Develop the problem tree: • Select a Core/Focal problem from the list and relate other problems to the core/focal problem. • If the problem is a cause of the core problem the tree is placed below the core problem • If the problem is an effect of the core problem is goes above

Rules for Writing Problems • Write in a Sentence. (Make Clear “Subject and Object”) • Avoid “No money, No capacity, No,,,”. • Avoid Generalization.– Be Specific. • Don’t Write a Cause and Effect in One Card. • Be Specific Whose problem.

Let us make the problem tree around the content of our project Problem Analysis Exercise (20 minutes)

http://www.google.gr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CEsQFjAA&url=http%3A%2F%2Fmiyaichi.up.seesaa.net%2Fimage%2FSession20Presentaion20%28PCM%2920final.ppt&ei=Gq0wUMyYFI-XhQem0ICQCQ&usg=AFQjCNHK1TOd-b9ldczw7gY3PmIvKPgTSwhttp://www.google.gr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CEsQFjAA&url=http%3A%2F%2Fmiyaichi.up.seesaa.net%2Fimage%2FSession20Presentaion20%28PCM%2920final.ppt&ei=Gq0wUMyYFI-XhQem0ICQCQ&usg=AFQjCNHK1TOd-b9ldczw7gY3PmIvKPgTSw Objective Analysis Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Objective Analysis Objective Analysis clarifies the means-ends relationship between the desirable situation that would be attained and the solution for attaining it. This stage also requires an Objective Tree.

Objective Analysis How to Make the Objective Tree Step 1: Reformulate all negative situation of the problem tree intopositive situations that are : • Desirable • Realistically achievable Step 2: Make sure that there is a means – ends (results) relationship (if this is implemented then this will be achieved) The causes become the starting point for the objectives. The effects become the results of the objectives. Step 3: IF necessary: • Revise statements • Add new objectives if these seem to be relevant and necessary to achieve the objective at the next higher level • Delete objectives which do not see suitable or necessary

Reformulating of Problems? Not sure what to do in this work Know what to do well Salary is low Salary is increased Respected and encouraged by boss Poor respect from the boss Lack of expertise/skills Adequate skills/expertise My company is not getting profit My company is getting profits Get promoted Not high post yet Better communication to boss Poor communication to boss Understanding of his/her perspective Different ways to think Lack of training Get trained Objective Analysis Results I enjoy working and am so motivated I am not motivated to work Means

http://www.google.gr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CEsQFjAA&url=http%3A%2F%2Fmiyaichi.up.seesaa.net%2Fimage%2FSession20Presentaion20%28PCM%2920final.ppt&ei=Gq0wUMyYFI-XhQem0ICQCQ&usg=AFQjCNHK1TOd-b9ldczw7gY3PmIvKPgTSwhttp://www.google.gr/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CEsQFjAA&url=http%3A%2F%2Fmiyaichi.up.seesaa.net%2Fimage%2FSession20Presentaion20%28PCM%2920final.ppt&ei=Gq0wUMyYFI-XhQem0ICQCQ&usg=AFQjCNHK1TOd-b9ldczw7gY3PmIvKPgTSw Project Design Matrix (PDM) Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

Project Design Matrix (PDM) Important Assumption? Assumptions are external factors that have the potential to influence (or even determine) the success of a project, but lie outside the direct control of project managers Key points in setting Assumption • Should be relevant and probable • If an assumption is not important or almost certain: Do not include • If an assumption is unlikely to occur: Killer assumption – abandon project

Project Design Matrix (PDM) Outputs Assumptions Activities to Impact through Assumption Impact Outcome Assumptions Assumptions Activities

Project Design Matrix (PDM) Example of Assumptions (in our case) • Activity level • Output level • Project Purpose level • Overall Goal level.

Project Design Matrix (PDM) Objectively Verifiable Indicators (OVI) ? • OVI measure to verify to what extent the results are achieved. • Specify how the achievement of an objective can be verified or demonstrated • Provide a basis for Monitoring and Evaluation • 3 Dimensions of Indicators • Quantity • Quality • Time

Project Design Matrix (PDM) Objectively Verifiable Indicators (OVI) with SMART Specific, Measurable, Achievable, Relevant, Time-bound

Project Design Matrix (PDM) Example of Indicators (in our case) • Output level • Project Purpose level • Overall Goal level

Workshop II- SWOT Analysis IQCM Wednesday, 29th August LefkotheaKartasidou & Elsa Pavlidou Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

SWOT Analysis Support and Inclusion of students with disabilities at higher education institutions in Montenegro – SINC@HE

SWOT • Factors affecting an organization can usually be classified as: • Internal factors • Strengths (S) • Weaknesses (W) • External factors • Opportunities (O) • Threats (T) Weaknesses Strengths Opportunities Threats

Create a plan of action • What steps can you take to: • Capitalize on your strengths • Overcome or minimize your weaknesses • Take advantage of some new opportunities • Respond to the threats • Set goals and objectives, like with any other plan

Major benefits of SWOT analyses • Simplicity • Flexibility • Integration and synthesis • Collaboration • Lower costs

The SWOT matrix

SWOT-driven planning • The assessment of strengths and weaknesses should look beyond products, services and resources to examine processes that meet customers’ or stakeholders’ needs • Achieving goals and objectives depends on transforming strengths into capabilities by matching them with opportunities • Weaknesses can be converted into strengths with strategic investment. Threats can be converted into opportunities with the right resources • Weaknesses that cannot be converted become limitations which must be minimized if obvious or meaningful to customers or stakeholders

QPLN7 Quality control and monitoring