Quality Management From POME by Gautam Koppala VT

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Kanaka maha lakshmi Thalli
Be bold when you loose and be calm when you

win.
"Changing the Face" can change nothing.

POME’
POME’07
But "Facing the Change" can change everything.
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KANAKA MAHA LAKSHMI THALLI
THIS BOOK IS DEDICATED TO THE ALMIGHTY, WHO
ALWAYS SHOWERS HER BLESSINGS ON HER
CHILDREN.
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2007, POME, Gautam_Koppala, All Rights Reserved
PROJECTS AND OPERATIONS
MANAGEMENT EXPOSED
(POME)
Part “QUALITY MANAGEMENT FOR PROJECTS”
A COLLECTION AMELIORATED BY
GAUTAM KOPPALA V.T.
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You are the only person who can revolutionise your life.
You are the only person who can influence your happiness,
your realisation and your success.
You are the only person who can help yourself.
Your life does not change, when your boss changes,
when your friends change, when your parents change,
when your partner changes, when your company changes.
Your life changes when YOU change,
when you go beyond your limiting beliefs,
when you realize that you are the only one responsible for your life.

Copyright © 2007 POME
All rights reserved. No part of this product may be reproduced or utilized in any form or by any means,
electronic or mechanical, including photocopy, recording, broadcasting, or by any information storage or
retrieval system, without permission in writing from the author Gautam Koppala.
All knowledge in POME book is service marks and/or trademarks of the author Gautam Koppala.
Except as otherwise specified, names, marks, logos and the like used in the educational/teaching content
of these materials are intended to be, and to the best of Licensor’s [Gautam Koppala’s] knowledge and
belief are, fictitious. None of the names, marks, or logos used herein is intended to depict any past or
present individual or entity, or any trademark, service mark, or other protectable mark of any individual or
entity. Any likeness, similarity or sameness between any name, mark, or logo used herein by Licensor and
the name, mark, or logo of any individual or entity, past or present, is merely coincidental and
unintentional. Any such names, marks, and logos used in the educational/teaching content of these
materials are used only to provide examples for purposes of teaching the educational content of the
materials, and are in no way intended to be used in any trademark sense or manner.
The names of actual past or present individuals, entities, trademarks, service marks, logos and the like
(other than those of Licensor used in the educational/teaching content of these materials are used only to
provide examples (including in some instances actual case studies based upon factual events or
circumstances involving the individuals, entities, marks, or logos) for purposes of teaching the educational
content of the materials. Any such names, marks, and logos used in the educational/teaching content of
these materials are intended and used solely for the purpose of providing examples and case studies, and
are in no way intended to be used in any trademark sense or manner.
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VITA: FROM THE AUTHOR:
Academically, I am a cum laude graduate with a Bachelor of Technology degree in Electrical and
Electronics Engineering (B-Tech E.E.E.) and a post graduate in Masters in Human Resources Management
(M.H.R.M.) and Masters of Foreign Trade (M.F.T.), all from India.
My engineering completed in a remote village in India, Srikakulam, and it’s been a long journey from
there, and journey still continues….I feel this book demonstrates my ability to maintain dedication,
motivation and enthusiasm for a project management over a long period of time. I believe that in
combination with my extensive broad-based operations work experience along with my drive,
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resourcefulness and determination would make this book, an excellent opportunity for any
juvenile/experienced one in Projects industry.
I started my career as a small time engineer and gradually still developing in the Operations Domain.
With over nine years of Professional Experience, am a well-rounded functional Manager with excellent,
documented record of accomplishment and success in the electronic Security and Building Systems
Technology Field.
The reason behind writing this book, is that when am new to this field, I don’t have any one to say, what
is all about the projects, what to do, and when to do? Hence, the detailed information that I gained
through the ages, thought to put in an orderly fashion, so that it would be vitally milked by future
successful managers, avoiding the time lags.
Highlights of my background include Supply chain, Commercial with a magnificent experience in Project
and Operations management, technically oriented towards Automation and Security Systems in Industrial
and Building sectors.
My success in the past has stemmed from my strong commitment and sense of professionalism. I keep
high standards for my work and am known for my persistent nature and ability to follow through.
If this book facilitates you in getting adjusted and grow in this domain. I would feel really successful.
GAUTAM KOPPALA VT
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POME Contents
Quality Management................................................................................................................. 13
Quality Management Plan: ........................................................................................................ 18
Quality Methods in Projects/ Operations: ................................................................................. 26
Quality Assurance/ Quality Control (QA/ QC): ......................................................................... 36
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QUALITY
MANAGEMENT
12
Quality Management
Overview of Quality
Quality is ultimately defined by the customer, and represents how close the project and deliverables come
to meeting the customer's requirements and expectations.
• Quality is in the eyes of the beholder (customer)
• Does not mean the best or zero defects – meeting mutually agreed upon expectations
What is quality management?
Quality management is the process by which quality is defined, produced and controlled within the project
environment. Quality management is not a entirely independent project process. In fact, quality
management has close tie-ins to many other project processes, to the point where quality management is
often indistinguishable from its partner processes .....
• Requirements Planning: Project "requirements" form the basis of quality expectations and
specifications.
• Risk Management: The risk management process is used to evaluate the likelihood and impact
of quality failures.
• Change Management: Change control practices are used to maintain quality expectations by
limiting unwarranted changes to deliverables and scope.
• Issues Management: The issues management process is used to identify potential quality
defects as soon as they arise to enable resolution early on in the project lifecycle.
• Status Reporting: Ongoing, scheduled status reporting is used to ensure that the project
manager is advised of potential quality defects and problems as soon as they arise.
• Project Performance Evaluation: The project review process is used to evaluate "quality
management" effectiveness, and to improve future practices.
Quality Management in Practice:
Within the project environment, quality management must be applied to two distinct targets.
Process Quality: Relating to the processes used to plan, manage and execute projects.
Deliverables Quality: Relating to the quality of specific project deliverables (products, services and
strategies).
Quality management is an ongoing process, applied within projects at a global level (through best
practices and standards) and at the “per-project” level, where quality specifications and management
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steps are applied according to specific project needs. Process quality and deliverables quality are joined at
the hip ... while high quality processes cannot guarantee high quality results, low quality processes will
certainly impede high quality results. As such, the quest for quality, whether for process or deliverables,
must address the following key elements:
1) Management Objectives - what are you trying to accomplish through quality management?
2) Quality Specifications - how is quality to be defined for your projects?
3). Quality Consensus - how will these quality definitions be applied, approved and accepted?
4) Quality Control - how will quality be managed and measured as the project proceeds?
5) Quality Defect Correction - how will quality defects be analyzed, mitigated and removed?
To achieve project success on all essential levels (results, costs, time and customer satisfaction), quality
management must be more than just an administrative exercise. As a process, quality management must
be deployed to achieve certain essential goals.....
• To minimize the subjective nature of quality by defining “quality” in clear, measurable terms.
• To produce results that meet quality standards, within project scheduling and budgetary
requirements.
• To minimize costly defects and errors.
• To eliminate costly and non-productive re-work (having to do the same work over again to
eliminate defects).
• To maximize customer satisfaction.
• To maximize team morale, performance and productivity.
Quality must be defined through tangible, measurable specifications.....
Meaningful, actionable quality specifications result from collaboration and consensus. Since quality is in
the eye of the beholder (the project sponsor and customer), the project team cannot be the primary
arbiter of quality. The project sponsor/customers must define their own set of “quality” expectations, and
the project manager and his/team must then mold these expectations into actionable specifications and
tangible results. If customer quality expectations cannot be met for tangible reasons (technical, timing or
cost), the project team must work with the customer to build realistic expectations and consensus.
Specific quality specifications will vary according to intended target (process or deliverable).
A) What constitutes process quality?
• Relevancy: The degree to which the process is pertinent and applicable to project needs and
organizational capabilities.
• Flexibility: The degree to which the process is sufficiently flexible to suit varying project needs and
circumstances.
• Productivity: The degree to which the process makes the most of available time and resources.
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• Efficiency: The degree to which the process produces maximum results in the least amount of time.
• Usability: The degree to which the process is easy to use and follow.
• Completeness: The degree to which the process contains all required elements for a complete, fully
applicable workflow.
B) What constitutes deliverables quality?
Quality specifications will vary based on the specific deliverable at hand and based on the prioritization
and application of the following variables:
• Completeness & Correctness
• Alignment to Business Needs
• Alignment to Technical Requirements
• Alignment to Customer Expectations
• Form and Function
• Performance
• Availability
• Reliability
• Serviceability
• Usefulness
• Accuracy
As deliverables quality is defined, certain basic questions and conclusions must be addressed: What is
your quality goal? Do you aim for zero defect, or do you aim for a best quality compromise?
The answer will lie in a balancing of the relevant costs and benefits, coupled with a realistic assessment of
capabilities. see Calculating Quality Management Overhead
Quality specifications must be communicated, confirmed and accepted through informed
consensus....
One of the most important goals of quality management is to minimize the subjective nature of “quality”
through tangible definitions and standards. But definitions alone are not enough. An effective quality
management process must provide the means and mechanics by which said definitions are documented,
communicated, reviewed, revised and accepted. Throughout the span of any project, the following plans
and documents can be used to ensure that quality specifications are clearly stated and approved:
• Quality Management Plans
• Quality Specifications
• Acceptance Criteria
• Success Criteria
• Risk Management Plans
• Change Request Documents
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Quality must be managed and controlled throughout the course of the entire project....
In order to achieve expected results, quality requirements and expectations must be clearly stated and
defined. But definitions are only a beginning. Once a project is underway, quality must be continually
managed and assessed to ensure that these requirements and expectations are fully realized.
Quality control takes place at various points in the project cycle, through a number of validation and
verification activities and techniques:
• Manual Reviews/Testing
• Automated Reviews/Testing
• Prototypes
• Pilot Programs
• Lessons Learned Reviews (by peers and customers)
• Quality Audits (by a third party)
Quality defects must be repaired and removed.....
Defects happen. Considering the fast paced, cost constrained nature of most technology projects, zero-
defect is an admirable goal, but it may not be a realistic goal. The goal of quality management is to set
realistic quality objectives, define quality expectations, ensure minimal defects and eliminate re-work. But,
when defects happen, they must be corrected. As such, the quality management process must account for
all activities and strategies needed to achieve “quality correction”, to remove and recover from quality
defects, errors and omissions.
Concluded Note:
Quality management activities will vary based on the size and scope of the project at hand. At a minimum,
the quality management process must be designed to:
• Identify and set relevant quality specifications as part of the project initiation process.
• Communicate quality specifications through documented “acceptance criteria”.
• Ensure that all stakeholders understand and accept these quality specifications.
• Ensure that the project is executed with the use of established project management processes.
• Build the deliverables based on quality specifications.
• Review and test deliverables on a periodic basis to ensure adherence to quality specifications.
Note: This is where project variations will likely have the greatest impact. Deliverables type,
complexity, value and risk will determine review and test scope, test methodologies, and
frequency.
• Measure "quality success" with the use of the lessons learned analysis (interim or post-project).
This lessons learned analysis should be designed to address both process and deliverables quality.
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Quality management cannot guarantee project success (i.e. a bad idea may be executed perfectly, but it
is still a bad idea….), but if quality is not a driving force in project planning and execution, success will be
a far more elusive goal. As with any other process, quality management is a matter of balance. Quality
management procedures cannot be too cumbersome, where cost overhead is excessive, or where project
deliverables are unnecessarily delayed. In addition, zero defect does not define quality. Quality is
achieved when business value is met, customers are satisfied, and all tangible quality defects are resolved
as needed.
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QUALITY
MANAGEMENT
PLAN
Quality Management Plan:
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All medium to large projects should have a Quality Plan that guides the overall quality management
process.
Measurement, Analysis and Improvement
POME determines the monitoring, measurement, analysis and improvement processes, including methods
such as statistical techniques that are needed to:
• Demonstrate conformity of the product
• Ensure conformity of the Quality Management System
• Continually improve the effectiveness of the Quality Management System
POME recommends implementing and maintaining comprehensive methods for monitoring and measuring
the characteristics of product to verify that product requirements are achieved throughout all phases of
product realization in accordance with quality procedures. Evidence of conformity with the acceptance
criteria is maintained in the records and indicates the person authorizing the release. Product release and
delivery is dependant upon compliance with the appropriate quality procedures set forth.
Control of Nonconforming Product:
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POME recommends to establish, implement and maintain documented procedures to ensure that
nonconforming materials, parts or products are prevented from inadvertent use and/or additional
processing without review and disposition from authorized personnel. The Project Manager is responsible
for the Control of Nonconforming Product. Nonconforming materials, parts or products are reviewed in
accordance with documented procedures and may be accepted under concession by a relevant authority,
and where applicable, by the customer only if all regulatory requirements are met. Records of the nature
of nonconformities and any subsequent actions taken, including concessions obtained are maintained
according to quality procedures. Reworked/repaired items are re-inspected in accordance with the same
documented procedures as conforming products to ensure conformance. Product found to be
nonconforming after delivery will require corrective actions.
Analysis of Data
POME asks to utilise statistical techniques and methods for the analysis of appropriate data collected to
demonstrate the suitability and effectiveness of the Quality Management System. Methods used to
generate relevant data are reviewed periodically to ensure the information provided relates to:
• Customer satisfaction
• Conformity to product requirements
• Characteristics and trends of processes and products including opportunities for preventive action
• Suppliers
The Project Manager is also responsible for to define utilisation methods which will be supported by
appropriate documentation according to procedures.
Improvement
POME demands to continually improve the effectiveness of the Quality Management System through the
use of the Quality Policy, quality objectives, audit results, analysis of data, corrective and preventive
actions and management reviews.
Corrective Action
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To establish, implement and maintain documented procedures to initiate corrective and preventive actions
for conditions adverse to quality. Corrective Action Procedures define the requirements for:
• Reviewing nonconformities including customer complaints.
• Determining causes of nonconformities
• Evaluating the need for action to ensure that nonconformities do not recur
• Determining and implementing the action needed
• Records of the results of action implemented
• Review of corrective action implemented
Preventive Action
Establish and maintain documented procedures to determine the appropriate preventive actions required
to eliminate the causes of potential nonconformities in order to prevent their occurrence.
Preventive Action Procedures define the requirements for:
• Determining potential nonconformities and their causes
• Evaluating the need for action to prevent occurrence of nonconformities
• Determining and implementing the action needed
• Records of the results of action implemented
• Reviewing preventive action implemented
Quality management Plan; Format:
Quality Management Plan
Quality Management Plan
GAUTAM KOPPALA ORG Project Name:
Date: DD Mmmm 20yy
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Project Manager:
Approver: signature
Approver Name and Title
The following are suggested sections for the Quality Management Plan
Purpose of the Quality Management Plan
Describe the purpose of the Quality Management Plan using the following guidelines. Do not merely
describe the content of the plan, but why Quality Management is necessary for the project.
Quality doesn’t simply happen. It must be planned into the project. There must be some method of
ensuring that the end result will meet the needs of the organization and the “customer” (either internal
or external), as well as meeting the project objectives. A method is needed for validating these
measures. Quality Planning, Quality Assurance and Quality Control processes developed within the
Quality Management Plan are used to achieve quality goals.
Roles and Responsibilities
Describe how the following project participants, at a minimum, perform in the planning and execution of
project communications
Project Sponsor
Project Manager
Project Team
Project Stakeholders
Quality Policy
Describe the organization’s quality policy or the policy adopted for the project. Quality policy might
involve document preparation standards, status reporting standards, levels of communication standards
for project events, contracting standards, development and testing standards, etc.
Quality Management Approach
Describe how the project team will implement the quality policy and achieve the project quality standard.
Include the quality criteria identified during the quality planning process.
Quality Assurance
Describe the project quality assurance process which include the test and acceptance processes,
documentation and operational support transitions, milestone checklist, the requirement verification
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process, schedule and communication activities, and continuous improvement processes. (see example
of a Quality Management Process Model in the Quality Management Plan section)
Quality assurance is intended to “design quality into” the product. Quality assurance is an ongoing
activity that occurs in a planned and systematic way, not as a “post facto” event. Quality assurance is
focused on the quality processes that:
Organize
Design processes
Set objectives
Provide resources
Develop procedures
Quality Control
Define in-process control processes that address quality assurance activity areas. Describe how control
information will be collected and how the information will be used to control processes and deliverables.
Describe the periodic quality audits and reviews and how variances from acceptable criteria will be
reported and resolved.
The Quality control process measures whether the project deliverables are meeting the criteria, policies,
procedures and other planning steps as the project moves into the execution phase. Quality control also
analyzes the validity of the quality criteria and other outputs of the quality planning process. Quality
control is focused on quality by:
Estimating
Analyzing
Monitoring conformance
Providing quality reports
Quality Change Review and Approval Process
Describe the organization and process for evaluating and assessing proposed quality changes. Define the
authority for accepting and approving changes in quality, which may include the customer. Note: the
change review and approval process should be contained within the Project Integrated Change Control
Process and referred to in this section.
RECORD OF AMENDMENTS
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Version Author Date Comments
Draft 1 – Based on Quality Management
1.0 7/25/09
Template created for projects
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QUALITY
METHODS IN
PROJECTS/
OPERATIONS
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Quality Methods in Projects/ Operations:
According to the American Society for Quality, quality is defined as:
"A subjective term for which each person has his or her own definition. In technical usage, quality can
have two meanings: 1. the characteristics of a product or service that bear on its ability to satisfy stated
or implied needs. 2. a product or service free of deficiencies.”
Total Quality Management:
Short History of Total Quality Management (TQM)
• 1950’s - Japanese companies suffered from poor quality
• 1960’s - Fundamental shift to teaching of Deming and TQM
• 1970’s - Japanese companies gaining market share, North American companies faltering
• Global economy – North American products were seen as having inferior quality when compared to
European and especially Japanese products.
• 1980’s – North American companies discover TQM
Total Quality Management
• Job #1 - satisfy the customers
• Emphasis placed on the quality, not quantity
• Employees
– Take initiative for organization and process improvement
– All levels must solve problems
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• Culture shift in North American businesses
– Old: people considered source of, and solution to, problems.
– New: focus on organizational systems and processes
Benchmarking
• Create standard set of “mythical processes”
• Companies map actual process into mythical process
• Companies gather a common set of predefined metrics
• Metrics are combined into benchmarks
• Benchmarks are compared – apples-to-apples
• Leading companies are interrogated for best practices
Kaizen
• 'Kai' – continuous, ‘Zen‘ - improvement
• Gradual, orderly and continuous improvement
• Focus on elimination of wastes
• Two elements
– Improvement/change for the better
– Ongoing/continuity
Kaikaku (fast and furious change)
• Kaizen blitz! (Breakthrough Kaizen)
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• Bring together employees (and customers) for a week
– Work together to create sudden and radical change
– Highly focused activities
– No regular daily activities for the week
International Organization of Standardization (ISO)
• Specialized international agency
• Promote the development of precise standards
• Facilitate international exchange of goods and services
• Certification
– Show processes
– Demonstrate organizational compliance
– Can be a rigorous and lengthy process
ISO 9001:2000
• Recognizes “quality management systems”
• Nine aspects:
1. Quality policy
2. Procedures and instructions
3. Document control
4. Calibration of equipment and instruments
5. Internal quality audits
6. Training
7. Corrective actions for problems
8. Recognize when a product or process is non-conforming
9. Keep records
Hoshin Kanri “Catch-Ball”
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• “Hoshin”- compass, pointing direction, “Kanri” - control, together “policy deployment” (English)
• Top managers create quality goals, objectives and strategies
• Middle managers provide input and suggestions
• “Catch-ball” - throwing the directives back and forth
• Gets consensus and buy-in from management hierarchy
• Organizational objectives aligned with individuals
• Japanese use as framework for TQM policies, goals, etc.
POME LIGHTER VEIN:
Poka-Yoke (mistake proofing)
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• Techniques, instances or mechanisms used to build quality into an entire process
• Prevent defects from occurring
– Put processes in place to stop errors
– Sense problem and stop process to keep others from occurring
• Detect and eliminate defects as early as possible
– Detect deviations after they occur
– Detect extra steps in process
Seiban
• Manufacturing technique for custom orders
• Customer order is assigned a Seiban number
• All parts, material, labor, PO’s, etc. for the order are tracked against the unique Seiban number
• Facilitates quality and focus to meeting customer needs
• Any problems on an order can be tracked back to the process, PO, vendor, employee, etc. that was
involved
“5-S” Practice
• Seiri (Organize) … Sort
– Separate essential items for the job from the non-essential
– Organize environment, common physical space, deal with leaks, noise and waste
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• Seiton (Systemize) … Simplify
– Everything in the right place, clear directions
– Orderly placement of parts and material
• Seiso (Clean) … Shine
– Keep physical environment clean, instill pride
– Hard to do quality work in a dirty environment
• Seiketsu … Standardize
– Reinforce the first three
– Create standard processes
• Shitsuke (Discipline) … Sustain
– Integrate rules into culture, follow processes and rules
– Communicate effectively
Six Sigma
• Philosophy or methodology to improve quality (or any performance factor)
• 3.4 defects per million - not perfect, but close
• Ongoing combination of process improvements and projects
Lean Sigma
• Combines Lean Manufacturing and Six Sigma
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• Precision of Six Sigma combined with the speed and agility of lean manufacturing
• Aggressive identification and elimination of non-value added activities
– Cycle times are reduced
– Defects are eliminated
– Travel distances shortened
– Inventories lowered
– Set-up times reduced
– Equipment downtime minimized
Deming’s 14 points
1. Create constancy of purpose toward improvement of product and service.
2. … management must awaken to the challenge, learn their responsibilities, and take on leadership
for change.
3. Cease reliance on mass inspection to achieve quality. Eliminate the need for inspection on a mass
basis by building quality into the product.
4. End the practice of awarding business on the basis of price tags. Instead, minimize total cost. Move
toward a single supplier for any one item, building a long-term relationship of loyalty and trust.
5. Constantly improve the system of production and service to improve quality and productivity and
thus constantly decrease costs.
6. Establish on-the-job training.
7. Institute leadership. The aim of supervisors should be to help people, machines and gadgets to do
a better job.
8. Drive out fear so that everyone may work effectively for the company.
9. Break down barriers between departments. People in research, design, sales, and production must
work as a team to foresee problems that may be encountered with the product or service
10. Eliminate slogans and targets for the work force that ask for zero defects and new levels of
productivity. Such aims merely create adversarial relationships. These problems of poor quality and
low productivity belong to the system and are beyond the power of the work force alone.
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11. Leadership should substitute for work standards (quotas) on the factory floor, management by
objectives, management by numbers and numerical goals.
12. Remove barriers that rob employees, management, and engineering of their right to pride of
workmanship. Also, abolish annual review or merit ratings and management by objectives. The
responsibility of supervisors must be changed from merely looking at numbers to looking at
quality.
13. Institute vigorous education and self-improvement programs.
14. Initiate employees to shoulder the responsibility of accomplishing the transformation.
Philip Crosby: Four absolutes of quality management:
1. Quality is defined as conformance to requirements, not as ‘goodness’ nor ‘elegance.’
2. The system for causing quality is prevention, not appraisal.
3. The performance standard must be zero defects, not “that's close enough.”
4. The measurement of quality is the price of non-conformance, not indices.
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QUALITY
ASSURANCE/
QUALITY CONTROL
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Quality Assurance/ Quality Control (QA/ QC):
GUIDELINES FOR THE POME QUALITYASSURANCE PLAN CHECKLIST:
This checklist is provided as part of the evaluation process for the Quality Assurance Plan. The checklist assists designated
reviewers in determining whether specifications meet criteria established in POME’S Project Development Methodology
(POMEPDM). The objective of the evaluation is to determine whether the document complies with POMEPDM requirements.
Mentioned below is the DOCUMENT REVIEW CHECKLIST. Its purpose is to assure that documents achieve the highest
standards relative to format, consistency, completeness, quality, and presentation.
Submissions must include the following three documents, and must be presented in the following order: (First) Document
Review Checklist, (Second) the Quality Assurance Plan Checklist, and (Third) the Quality Assurance Plan.
The Quality Assurance Plan (QAP) presents a framework for activities, which when followed, will ensure delivery of
quality products and services. The SDM provides the project standards and procedures to be used as the basis for the
QA group’s reviews and audits.
Document Review Checklist:
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To be completed by Author To be completed by Reviewer
REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

X-REFERENCE COMMENTS
Page
#/Section #
Y N
1.0 GENERAL INFORMATION
1. Purpose: Describe the purpose of the

1 Quality Assurance Plan.
1. Scope: Describe the scope of the Quality

2 Assurance Plan as it relates to the project.
1. System Overview: Provide a brief system

3 overview description as a point of reference
for the remainder of the document, including
responsible organization, system name or
title, system code, system category,
operational status, and system environment
and special conditions.
1. Project References: Provide a list of the

4 references that were used in preparation of
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Page
#/Section #
Y N
this document.
1. Acronyms and Abbreviations: Provide a

5 list of the acronyms and abbreviations used
in this document and the meaning of each.
1. Points of Contact:
6
1.6.1 Information: Provide a list of

the points of organizational contact
(PoCs) that may be needed by the
document user for informational
and troubleshooting purposes.
1.6.2 Coordination: Provide a list of

organizations that require
coordination between the project
and its specific support function
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Page
#/Section #
Y N
(e.g., installation coordination,
security, etc.). Include a schedule
for coordination activities.
Quality Assurance Plan Checklist:

Page
#/Section #
Y N
2.0 SCHEDULE OF TASKS AND RESPONSIBILITIES
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Page
#/Section #
Y N
Based on the tasks described in your Project

Plan, provide a schedule of the QA activities
for the duration of the project. Tasks may
include, but are not limited to, those listed
below:
• Identify Standards and Guidelines
• Evaluate Software Tools
• Evaluate Facilities
• Evaluate Software Products Review

Process
• Evaluate Project Planning, Tracking,

and Oversight Processes
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Page
#/Section #
Y N
• Evaluate Requirements Analysis

Process
• Evaluate Design Process
• Evaluate Code and Unit Testing

Process
• Evaluate Integration Testing Process
• Evaluate Acceptance Testing Process
• Evaluate Release Process
• Evaluate the Corrective Action

Process
• Evaluate Media Certification Process
• Certify Non-deliverable Software
• Evaluate Storage and Handling
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Page
#/Section #
Y N
Process
• Evaluate Deviations and Waivers

Process
• Evaluate Configuration Management

Process
• Evaluate Software Development

Library Control Process
• Evaluate Non-developmental
Software
• Perform Configuration Audits
• Evaluate Risk Management Process
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Quality Assurance Plan:

Page
#/Section #
Y N
3.0 SYSTEM DOCUMENTATION
3. Documents by Phase: List and briefly

1 describe the documentation expected to be
produced during this project. Depending on
the size of your project, this may include,
but is not limited to, the documents in the
following subsections:
3.1.1 Initiate Phase:
• Needs Statement
• Project Plan (including WBS)
• Configuration Management Plan
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Page
#/Section #
Y N
• QualityAssurance Plan
• Feasibility Study
• Cost/Benefit Analysis
• Risk Analysis
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Page
#/Section #
Y N
3.1.2 Define Phase:
• System Support and Acquisition

Plan (initial)
• Functional Requirements Document
• Data Requirements Document
• System Security and Privacy Plan
• Internal Audit Plan
• Project Plan (updated)
3.1.3 Design Phase:
• System/Subsystem Specifications
• Database Specifications
• Program Specifications
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Page
#/Section #
Y N
• System Support and Acquisition

Plan (final)
• Validation, Verification, and Testing

Plan (initial)
• Training Plan (initial)
46


Page
#/Section #
Y N
3.1.4 Build Phase:
• Installation and Conversion Plan

(initial)
• Test Plan
• User’s Manual
• Operations Manual
• Maintenance Manual
• Validation, Verification, and Testing

Plan (final)
• Training Plan (final)
47


Page
#/Section #
Y N
3.1.5 Evaluate Phase:
• Test Results and Evaluation Reports
• Installation and Conversion Plan

(final)
3.1.6 Operate Phase:
• Pilot Test Results
• Training Material
3. Discipline for Documentation Standard

2 Practices: Describe the criteria that will be
applied during review and evaluation of all
lifecycle documents.
48

49


Page
#/Section #
Y N
4.0 REVIEWS AND AUDITS
4. Review Process: Define the steps of the

1 review process and the procedures that will
be used to conduct reviews.
50


Page
#/Section #
Y N
4. Formal Reviews and Audits:

2
51


Page
#/Section #
Y N
4.2.1 Lifecycle Reviews: Identify the

types of SDM associated lifecycle or
non-lifecycle reviews that will be
conducted within each project
lifecycle phase. Include a schedule
of reviews and include how the
results of each review will be used
on the project.
Typically, the lifecycle reviews

include:
• Requirements Review
• Design Review
• Specification Review
• Preliminary Design Review
• Critical Design Review
52 • Test Readiness Review
• Formal Qualification Review 2007, POME, Gautam_Koppala, All Rights Reserved


Page
#/Section #
Y N
4.2.2 Audits: Describe the audits that

will be conducted on the project and
when they will be scheduled.
4. Informal Reviews: Outline the types of

3 informal reviews that will be conducted.
4. Review Reports: Identify QA reports that

4 will be produced throughout the project
lifecycle and their uses.
4. Review and Audit Metrics: Describe the

5 metrics that will be used to capture
management information, and how they will
be analyzed and reported.
53


Page
#/Section #
Y N
5.0 TESTING
Identify the roles and responsibilities of the

QA function in relation to testing throughout
the various stages of the project.
6.0 PROBLEM REPORTING AND CORRECTIVE ACTION
Discuss QA responsibilities and activities

concerned with the reporting and tracking of
project-related problems and resolutions.
6. Problem/Issue Documentation: Explain

1 how problems and issues will be
documented.
54


Page
#/Section #
Y N
6. Report Metrics: Describe how metrics

2 from the above reports will be collected and
analyzed to determine and coordinate
corrective actions.
7.0 TOOLS
Describe the tools that will be used for QA

and the methodology employed to
implement usage of the mentioned tools.
8.0 PROJECT CONTROLS
8. Product Control: Identify how QA will

1 monitor the methods and tools used to
maintain and store controlled versions of
system products.
55


Page
#/Section #
Y N
8. Supplier Control: Describe the provisions

2 for assuring that products provided by
suppliers meet established requirements.
9.0 TRAINING
Identify the training activities that will be

provided to meet the needs of QA on this
project.
56

CHECKLIST FOR MANAGING OVER ALL PROJECT QUALITY
Yes No N/A Remarks
Has the Quality
Assurance role
been identified
and assigned an
appropriate level
of authority?
Are project
standards and
procedures being
defined for each
area of the
project to ensure
consistent
delivery in
accordance with
the quality
requirements?
Do the standards
and procedures
make reference
to material in the
knowledge base
and simply note
any project-
57
© 2007, POME, Gautam_Koppala, All Rights Reserved
specific additions,
exceptions, or
enhancements?
Are the standards
and procedures
in place prior to
the
commencement
of the work to
which they
apply?
Are all team
members
adequately
trained in the
tools and
standards and
procedures for
the project
environment (or
will additional
start-up
training be
required)?
Is each member
of the team
personally
committed to
abide by the
standards and
58
procedures?
Is the team
involved in the
ongoing
development and
adoption of the
standards (to
promote a sense
of ownership by
the team)?
Are formal
structured walk-
throughs and
reviews being
conducted in
accordance with
the standards
and procedures
(e.g., the proper
people attend,
minutes are
taken and
distributed, and
action items are
assigned and
followed up)?
Are appropriate
test plans and
procedures in
place and being
59
followed?
Will the
deliverables
being produced
meet the user's
requirements?
Are records being
kept by the
Quality
Assurance role of
quality problems,
recommendations
and actions?
Are effective
measurement
techniques being
used to identify
the levels of
quality and
productivity
being achieved
and to provide a
baseline for
continuous
improvement?
Is project data
being analyzed to
determine trends
and norms and to
60
identify when
quality threshold
or target levels
are not being
achieved?
Have quality
improvement
sessions been
conducted
between the
Quality
Assurance
Manager and the
project team to
develop solutions
to delivery
problems and to
explore
opportunities for
improvement?
Are corrective
actions being
monitored for
effectiveness in
eliminating the
cause of
problems?
In any cases
where corrective
action is not
61
taken or is
ineffective, has
the problem been
escalated to the
Quality
Management
function outside
the project team?
Subject Quality Audit
To manage project risk and provide suggestions for improvement through periodic review of
Purpose
progress and compliance with engineering methodology
All projects & renewals shall undergo quality audit to a level and frequency determined in
Scope
accordance with this procedure
STEP WHO STEP NOTES
Completed Engineering Methodology Qualification Tool, Engineering Balanced
INPUT - Scorecard template, Engineering Schedule, Engineering Plan, Risk Management
Plan
Project Determine scope & timing of planned audits
1 Manager / Refer to the completed Engineering Methodology Qualification
Project Tool for the project to identify if Engineering Quality Audits are
62
Engineer mandatory or optional for the project. The qualification tool
determines this based upon the assessment of technical risk &
complexity and project duration. Where audits are required, use
the following guidelines to determine the broad scope of planned
audits for the project. Once agreed, identify the proposed Audit
regime / dates in the Project or Engineering Schedule.
• Notwithstanding the following guidelines, planned Quality Audits:
o Should not be performed more frequently than once per month
o Are generally triggered by achievement of selected milestones
o Scope and frequency should be based upon an assessment of
engineering risk, agreed between the Project Manager and Project
Engineer
• For projects that are large AND either technically complex OR technically
high risk (as determined by the Methodology Qualification Tool:
o At each major milestone gate i.e.
Milestone Gate 1 - After Release of Scope to Design phase
i.e. planning completed, design commenced
Milestone Gate 2 - After initiating the build process i.e.
after commencing significant build, configuration or
programming activities
Milestone Gate 3 - After initiating the Installation Process
i.e. after commencing one or more significant installation
activities
o For any of the lesser milestones deemed at risk e.g.:
Upon completion of Concept Design & Review
Upon completion of Functional Design & Review
Upon completion of Detailed Design & Approval
Start or completion of Head End Set up
Start or completion of Static Graphics
Start or completion of Programming
Start or completion of off-site Assembly & Manufacture
Start or completion of Database (point) Building
63
Start or completion of Head End Configuration
Start or completion of Graphics Programming (dynamic
point allocation)
Before commencement of Staging & FAT
During the Installation phase i.e. at key milestones
through installation process
Before commencement of commissioning
Upon completion of Customer Acceptance testing
Upon project completion
• For projects that are small AND technically "standard" AND low risk (as
determined by the Methodology Qualification Tool)
Planned Quality Audits are optional
It is recommended that Project Managers select a random
sample of projects and/or project engineers/technicians to
be audited to give confidence that these types of projects
are following appropriate engineering practice, and to help
grow the engineering competency of team members who
may not have benefited from recent involvement in large,
high risk project audits.
Unplanned Quality Audits
• Unplanned Quality Audits may occur at any stage in response to an
undesirable event or major change e.g.
o Major process failure
o Customer complaint
o Change of key personnel
o Major design change
Project Identify suitable auditor
Manager / The selection of auditor should be agreed with the Team Leader,
2
Project provided the Team Leader is not also the Project Manager for the
Engineer project, or other local Operations Manager. When selecting
64
auditors, the following should be considered:
• Independence - NOT directly involved in delivery of the project (e.g. not
the Project Manager or Engineer for the project) and is not likely to be
influenced
• Competence - recognised for their knowledge and skill in the type of
activities being audited
• Observant & perceptive - able to identify things of greatest concern, to
understand and adapt to the particular project circumstances
• Persistent & thorough - but not pedantic or single-minded, able to
evaluate efficacy of alternative approaches
• Will often be a Project Manager, Team Leader or nominated Auditor from
a similar business, but NOT from the project
For long duration, high risk projects, it may be beneficial to use a
number of different auditors throughout the project life cycle.
Once the auditor has been agreed, ensure that they are informed
of and available for the planned audit schedule / dates.
Prepare for Audit
• Gather the audit documentation and reference material including:
• Completed Engineering Qualification Tool and the Balanced
Scorecard template for the project - to use to record the audit
outcomes
• Completed Balanced Scorecard from previous audit/s (where
Project relevant) - to identify prior corrective actions or suggestions for
3
Engineer improvement that should be reviewed
• Copies of relevant procedures or procedure flow charts - to use as
a prompt for things to look for, questions to ask, and to capture
observations during the audit
• Copy of the up-to-date project or engineering schedule - to show
the current progress of the project and thus indicate the main
focus of the audit
65
• Ensure the Auditor receives the above information well in advance of the
audit
• Confirm the date and place where the audit is to take place and the
persons to be in attendance
• Ensure that those to be in attendance understand the scope of the audit
and make arrangements to be able to provide the necessary evidence of
conformance with relevant procedures & standards at the time of the
audit
Conduct engineering audit
The Engineering Balanced Scorecard shall be used as the basis of
recording the outcomes of the engineering audit, including:
• Who conducted the audit
• Which procedures were audited - the scope
• Overall performance assessment against the requirements of relevant
procedures
• What objective evidence was sighted
• Major observations, Corrective Actions or Suggestions for Improvement
Auditor / For 2nd and subsequent audits, the Balanced Scorecard worksheet
4 Project should be copied to a new tab in the workbook so that there is a
Engineer separate scorecard worksheet for each audit performed.
The Scorecard is not an exhaustive list of questions & issues but
should be used as an aide memoir or prompt to the auditor.
Likewise, copies of procedures and procedure flow charts should
also be used as aids to memory; to help ensure that essential
issues are not overlooked. Where necessary the auditor may need
to deviate from the content of the Scorecard to investigate an
issue or concern with a view to establish if any corrective action is
required.
The auditor should:
• Review all outstanding Corrective Actions and Suggestions for
66
Improvement form previous audits
• Seek and record objective evidence of conformance with the
requirements of the relevant procedures
• Assess and score overall performance against each procedure relevant to
the current audit. Note that procedures targeted for the audit would be
expected to include:
• All procedures identified as 'applicable to the project' AND
included in the most recently completed milestone/s
• Procedures identified as 'applicable to the project' AND included in
the next or subsequent incomplete milestones WHERE the input or
initiating event for the procedure has occurred. In such cases,
the procedure should be marked as 'applicable to current project
status' and assessed accordingly.
• Identify Corrective Actions or Suggestions for Improvement. These
should be recorded and used in a constructive manner to assist the
project to effectively manage risk and deliver customer satisfaction.
• Identify Best Practice examples and significant opportunities to improve
the engineering procedures, tools and/or processes
Presentation of audit results & recommendations
• The completed Audit Scorecard should be forwarded to the Engineer's
manager and the Project Manager.
• Where the overall audit result falls below the accepted benchmark value,
a Corrective Action OFI should be raised against the Engineer and the
Project
5 scorecard attached to the OFI. The Scorecard prompts for this action
Manager
when the result falls below the accepted benchmark.
• Suggestions for improvement of the Engineering Methodology should be
forwarded to the relevant Procedure Owner. Suggestions for
improvement will often arise from cases where the audit has identified
performance as 'above standard' or 'best practice'.
Audit plan confirmed, Completed Engineering Balanced Scorecard, Suggestions
OUTPUT -
for improvement of Engineering Methodology, Corrective Action OFI raised
67
where appropriate.
Subject Calibration (Inspection, Measuring and Test Equipment)
Provide a means of calibration and maintenance of test and measuring equipment, to ensure that cor
Purpose
performed measurements and inspections will yield accurate results.
Scope Applies to all site locations using Inspection, Measurement and Test Equipment.
68
Step Who Steps/Notes
1 Location Management Identify resources in
Team each location to
manage and monitor
the equipment
Calibration Status
69
Register and process.
2 Process Owner Determine the
equipment used for
Inspection, Measuring
and Testing for the
location and include in
the Calibration Status
Register. The
Calibration Status
Register includes the
following information:
• Model Number / Description
• Serial Number
• Date Checked / Date Due
• Equipment Owner
• Storage Location
Note that equipment
used for "Indication
Purposes Only" is not
required to be recorded
in the Calibration
Status Register. These
items shall be marked
as "Indication Purposes
Only - Not Calibrated"
or similar. Adhesive
labels are available
from SETON for this
purpose.
3 Process Owner Any equipment found
to be faulty is to have
70
a Company Reject Tag
affixed.
Equipment repairs are
conducted in-house or
sent to a subcontractor
for repair is repair is a
commercially viable
option.
4 Process Owner Remove test
equipment from service
if found to be beyond
repair.
Faulty equipment is to
be recycled, destroyed
or disposed of by an
approved method.
Update the Calibration
Status Register and
retain records of
disposal for a minimum
of two years.
5 Process Owner Calibration shall be
performed:
• Periodically on or before the
due calibration date
• Following an occurrence
which could have impaired
the accuracy established at
the last calibration
• After any repair is carried out
on the equipment
71
• Following initial purchase of
new equipment (where an
adequate calibration
certificate did not accompany
the equipment).
• Functional testing shall be
performed on static wrist
straps weekly or before use.
• Static Mats shall be tested
monthly.
In the case where a
manufacturer
specification does not
exist a specific set of
calibration
specifications will be
developed. Qualified
technical personnel
within Company using
existing calibrated
equipment shall
calibrate the
instrument.
6 Process Owner Where required,
equipment will be
calibrated to
manufacturers
specifications by a
laboratory whose
standards can be
traced to National or
International
72
Standards. Equipment
requiring NATA
certification shall be
forwarded to a certified
provider for compliance
testing.
This may also be the
case for the calibration
of specialist equipment.
Where equipment is
found to be outside the
required calibration
limits, corrective action
is necessary.
Evaluation should be
made to determine the
effects on completed
work and to what
extent reprocessing,
re-testing, recalibration
7 or complete rejection
Process Owner
may be necessary. In
addition, investigation
of cause is important to
avoid recurrence.
This may include
review of calibration
methods and
frequency, training and
adequacy of test
equipment.
Where equipment is
73
found to be out of
calibration but
continues to operate in
a satisfactory way to
provide safe limit
indication, the unit may
be placed back into
service and used for
indication purposes
only. Test equipment
shall be deemed as
used for indication
purposes if it has been
approved for that
purpose by the
authorised nominated
person.
Where equipment is
deemed as suitable for
indication only,
calibration labels must
be removed and the
equipment register
updated to reflect the
equipment's status.
8 Process Owner Calibrated equipment
available for service
will have a Company
Calibration Status
sticker affixed, clearly
displaying the
calibration details.
Where possible, the
74
equipment will be safe
guarded from
adjustments which
would invalidate the
calibration setting.
If this label is not
present, or due date
exceeded, the
equipment shall be
deemed un-calibrated.
Update the Calibration
Status Register and
maintain copies of the
Calibration Reports or
records from the
Certified Calibration
provider.
Note: Testing of electrical
equipment is to be
carried out in
accordance
with Testing of
electrical equipment
procedures.
Checklist for managing project quality management processes in pome breakdown
structure:
If your company is ISO certified, or if it aspires to be, product development projects should be done in
accordance with ISO requirements. ISO compliance supports the implementation of project
management disciplines and controls. If you implement good project management practices, you will
75
be naturally ISO compliant, and if you implement ISO requirements you will end up enforcing many
sound project management practices.
The purpose of the Quality Controller/ Quality Assurance (QC/QA) in the Projects is to determine the
applicability of International Standards for ‘Guidelines Quality in Project Management’. The
questionnaire refers to project management processes to enable a framework for QC/ QA to discuss
their application. The questionnaire pertains to projects of varying complexity, small or large, of short
or long duration, in different environments and irrespective of the kind of project product. The content
of the questionnaire has been derived form the International ISO 10006:1997(E), made accordingly
with the POME Methodologies.
Definition of Categories
C = Compliant, N = Non-compliant
P = Present, A = Absent, X = Not applicable
Project Characteristics Checklist Document Docum
Questionnaire Identification ent
Implementation/
Result
Observation/
[C/N/P Comments
/A/X]
Do Project Management Processes exist
for planning, organizing, monitoring and
controlling all aspects of the project?
Is there an organization that decides to
register/ undertake projects and then
assign the project to a project
organization?
Are projects divided into sub-processes/
phases?
76
Is there an organization responsible for
monitoring the realization of the sub-
process/ phase objectives and related
risks?
Quality in Project Management Document Docum
Processes Checklist Questionnaire Identification ent
Implementation/
Result
Observation/
[C/N/P Comments
/A/X]
1. Which project management processes
exist (documented or not) within the
organization e.g. cost, resource & time
related processes
2. Do Project Management guidelines and
processes exist with the organization/
project organization to ensure quality?
Quality Strategic processes Checklist Document Docum
Questionnaire Identification ent
Implementation/
Result
Observation/
[C/N/P Comments
/A/X]
1. Have customer and stakeholders needs
been clearly understood to ensure that all
project-related processes focus meeting
their needs?
2. Has/ is the project carried out as a set of
planned and Interdependent processes?
3. Is the clear division of responsibility
versus authority between the originating
organization, project organization,
customers and stakeholders?
77
4. Do project progress evaluations exist? If
so what do they evaluate?
5. Do quality attributes exist within the
Project Management Process? E.g.
approvals, documentation, preventative &
corrective action, reviews, traceability,
training, verification, etc
6. Have management provided and
organizational structure that is a
conducive means to support the project
objectives?
7. Does management makes project
decisions based on data and factual
information?
8. Has the project organization established
beneficial relationships with
subcontractors and other organizations?
9. Has a project manager been appointed
and defined with accountability, authority
and responsibility for managing the
project?
10. Has a system been put in place to collect
and analyse the information gained
during/ after a project for use in a
continual improvement process?
11. Have provisions been made for self-
assessments or internal audits?
78
Interdependency Quality Management Document Docum Implementation/
Processes Checklist Questionnaire Identification ent Observation/
Result Comments
[C/N/P
/A/X]
1. Who is responsible for managing all of the
interdependencies amongst the project
processes?
Project Initiation and project plan Document Docum Implementation/
development Quality Checklist Identification ent Observation/
Questionnaire Result Comments
[C/N/P
/A/X]
1. Does an approved project and quality plan
exist? If so is it kept up to date and by
whom?
2. Has the project plan been prepared to
allow for traceability (measuring and
assessing objectives/ deliverables? If not,
is there an alternative means of
traceability?
3. Is the objective of the project to fulfil the
requirements of a contract? If so are
contract reviews performed?
4. Are project organizations determined\
assigned projects based on similar
projects that have been previously
undertaken?
5. Does the Project Plan consist of a Quality
Plan/ Quality approach?
79
6. Is the retention of project related records
managed?
7. Are reviews and progress evaluations
included in the Project Plan? If so do
these reviews include preventative/
corrective action measures?
8. What project interfaces exist? Are the
identified in the Project Plan and how are
they managed? E.g. liaison with
customer/ stakeholders – reporting lines
– functions within the project
organization.
Interaction Quality Management Document Docum Implementation/
Checklist Questionnaire Identification ent Observation/
Result Comments
[C/N/P
/A/X]
1. Over and above the project organization,
does the project consist of project
interaction teams? E.g. risk management
teams, measuring project performance,
project communication.
Quality Change Management Checklist Document Docum Implementation/
Questionnaire Identification ent Observation/
Result Comments
[C/N/P
/A/X]
1. Does the project consist of a Change
Management approach/ process?
80
2. Does the Change Management Process
include a control mechanism for
documentation?
Project Closure Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. At project closure, are all the project
records retained for a specified time?
2. At project closure, is a complete project
review conducted? – Irrespective of the
reason for project closure.
Project Quality Scope related process Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. How are the customer requirements
translated into activities to ensure project
objectives are achieved?
Concept Development Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Have the customer’s requirements for
both product and processes (expressed
and implied) been translated into
documented requirements?
81
2. Do these documented requirements
include stakeholder requirements, by
which the customer has agreed upon?
Project Quality Scope Development and Document Docum Implementation/
Control Checklist Questionnaire Identification ent Observation/
Result Comments
[C/N/P
/A/X]
1. Has a project scope been developed?
2. Is there supporting evidence of
alternative approaches and solutions?
Project Activity Definition Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. In the definition of activities, has the
project manager/ project leader involved
the personnel who are responsible for
carrying out the activities?
2. Have the activities been defined in such a
way that its outputs are measurable?
Project Activity Control Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Are the activities defined, carried out in
accordance to the project plan?
82
2. Have reviews been planned on the
activities?
3. Are variations from the defined activities
being updated on the Project Plan?
Time-related Quality processes Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Does a time-related process exist to
determine the dependencies and duration
of activities to ensure timely completion
of the project?
Activity dependency Quality planning Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Has the project defined and documented
inter-relationships, logical interactions
and interdependencies? E.g. project
network diagrams
Estimation of duration Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
83
1. Who is the project responsible for
establishing the duration of the activities?
2. Has the ‘estimation of duration’ been
linked to project resource planning?
3. Has time allocation been planned for
quality practices within the project?
4. Has the customer and stakeholder been
involved?
Schedule development Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. What is the format of the project
schedule?
2. Have key events, milestones, progress
evaluations, critical and near-critical
activities been identified in the schedule?
3. Prior to finalizing the schedule, was the
customer/ stakeholder involved in a
review for approval?
Schedule control Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Changes that affect the project objectives
- does the customer/ stakeholder agree to
these before implementation?
2. How often is the schedule revised?
84
Cost-related processes Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. How are the project costs managed to
ensure that the project is completed
within the original budget constraints?
Cost estimation Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Have project costs been clearly identified
and documented? If so, by whom?
2. Have the project costs been linked to the
activity definition process?
3. Has the project cost estimation involved
significant cost related risk? If so how are
these managed?
4. Has the project budget been established
based on the project cost estimation
process and is it accordance with the
approved accounting procedures within
the organization?
Budgeting Checklist Questionnaire Document Docum Implementation/
Identification ent Observation/
Result Comments
[C/N/P
/A/X]
85
1. Is the project budget consistent with the
project requirements, assumptions, risks
and contingencies? Is this documented?
Cost Control Checklist Questionnaire Document Docum Implementation/
Identification ent Observation/
Result Comments
[C/N/P
/A/X]
1. What is the process for project
purchasing/ expenditure requirements?
2. Has this process been documented and
communicated to those responsible for
authorizing expenditure or authorizing
work that may have cost implications?
3. Are project expenditure records reviewed,
managed and maintained?
4. Are the root causes for budget variances,
both favorable and unfavorable identified?
If so, is this part of a project budget
review?
Resource-related Quality processes Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Has resource planning and control been
applied on the project?
86
Resource Quality planning Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Does a resource plan exist for the
project?
Resource Quality control Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. How does the project ensure that the
remaining resources are sufficient to meet
the project objectives?
Personnel-related processes and project Document Docum Implementation/
organizational structure Quality Identification ent Observation/
Checklist Questionnaire Result Comments
[C/N/P
/A/X]
1. Has a project organizational structure
been established?
2. Is the project organizational structure
encouraging for communication and co-
operation between the project
participants?
3. Is the project organizational structure
appropriate for project scope, size and
local conditions?
4. Does the project organizational structure
identify customer/ stakeholders?
87
5. Are accountability, authority,
responsibility and job descriptions defined
and documented?
6. How often is the project organizational
structure reviewed for validity and
adequacy?
Staff allocation Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Was selection criteria prepared for staff
allocation?
2. Has education, knowledge and experience
been accounted for allocation of project
staff?
3. Has the project manager been involved in
the appointment of key team members?
4. Is project staff efficiency and
effectiveness being monitored
(subcontractor’s or not)?
Team Development Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Is the project team being recognized and
rewarded?
2. Does the project environment encourage
excellence, good working relationships,
trust, respect and open communication?
88
Project Quality Communication-related Document Docum Implementation/
processes and Planning Checklist Identification ent Observation/
[C/N/P
/A/X]
1. Does the project plan consist of a
communication plan?
2. What media is being used to transmit
project communiqués?
3. How often are project communications
been transmitted?
4. Does ‘Project Progress Reports’ form part
of the project communications?
Information Management Quality Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. How does the project manage the
following:
• Preparing
• Collecting
• Classifying
• Distributing
• Filing
• Updating and
• Retrieving information
2. Do project meetings consist of meeting
agendas?
89
Communication Control Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Is the project communication plan
monitored and reviewed to ensure it
continues to meet the needs of the
project?
Risk-related processes, Risk Document Docum Implementation/
identification, Risk Assessment and Risk Identification ent Observation/
Control Quality Checklist Questionnaire Result Comments
[C/N/P
/A/X]
1. How often are risks identified through the
project life cycle?
2. How are these risks managed?
3 Is probability of the occurrence and
impact of the identified risk assessed?
4 What techniques are being used in the
project to prioritise, manage and record
the identified risks and their resolutions?
5 Are risks that may impact time schedules
or project budget, identified and
maintained separately?
6 Does the project plan consist of a
contingency plan?
7 Do project risks form part of project
progress reports?
90
Purchasing-related processes, Document Docum Implementation/
Purchasing Planning and Control Identification ent Observation/
Checklist Questionnaire Result Comments
[C/N/P
/A/X]
1. Does the project plan consist of a
procurement / purchasing process?
2. Does the process cover internal and
external acquisitions?
3. Does the project organisational structure
identify the interfaces with sub-
contractors?
4. Has project purchasing/ procurement
been reviewed?
Documentation of requirements Document Docum Implementation/
checklist Questionnaire Identification ent Observation/
Result Comments
[C/N/P
/A/X]
• Does purchasing documentation exist for
the project?
• Have the customer requirements been
included into the purchasing/
procurement documents?
• Do the purchasing documents go through
a review process to ensure that all
requirements are completely specified?
91
Evaluation of sub-contractors and Sub- Document Docum Implementation/
contracting Quality Checklist Identification ent Observation/
[C/N/P
/A/X]
1. Have project related sub-contractors been
evaluated that may impact on the
project? . E.g. technical experience,
delivery times, quality system and
financial stability.
2 How does the project manage project-
relevant information being supplied to
subcontractors?
3 How are subcontractor tenders evaluated?
Contract control Quality Checklist Document Docum Implementation/
Result Comments
[C/N/P
/A/X]
1. Does the project consist of a process to
ensure that all contract requirements, due
dates and records are met?
2. How often are the contracts verified to
ensure the performance of each
subcontractor meets the contract
requirements?
3. Are all contracts, prior to project closure,
verified and updated?
POME Prescribe:
About Risk Management:
92
There is no such thing as a zero-risk project: There is no such thing as a risk-free life.
If you want to understand a risk fully, identify its causes as well as its effects.
How do you respond to risks? POME emphasized on risk analysis on a dedicated chapter.
When a project is desperately troubled, first take action to contain the damage then worry about recovery, just
the way a first aid or rescue teams first “contain the damage” and consider other options after the victim’s
condition stabilizes.
Checklists for risks: Trouble sometimes stems from omissions. It is easy to “forget” key components of a work
package. A checklist reduces the potential of leaving out important considerations.
93
WE CAME, WE SAW, WE
CO&QUERED, A&D WE
RULE
94
Any Questions?
Comments? For
better
improvement
Contact:
georgegautam@gmail.com
00918912550564
95
96
Heated gold becomes ornament. Beaten copper becomes
wires. Depleted
stone becomes statue. So the more pain you get in life you
become more valuable.
But year's later collection of

mistakes is called experience,
which leads to success.
97
98

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1

Kanaka maha lakshmi Thalli

Be bold when you loose and be calm when you

"Changing the Face" can change nothing.

2007, POME, Gautam_Koppala, All Rights Reserved

GUIDELINES FOR THE POME QUALITYASSURANCE PLAN CHECKLIST:

Document Review Checklist:

2007, POME, Gautam_Koppala, All Rights Reserved

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

1.0 GENERAL INFORMATION

1. Purpose: Describe the purpose of the

1. Scope: Describe the scope of the Quality

1. System Overview: Provide a brief system

1. Project References: Provide a list of the

2007, POME, Gautam_Koppala, All Rights Reserved

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

1. Acronyms and Abbreviations: Provide a

1.6.1 Information: Provide a list of

1.6.2 Coordination: Provide a list of

2007, POME, Gautam_Koppala, All Rights Reserved

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

Quality Assurance Plan Checklist:

To be completed by Author To be completed by Reviewer

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

2.0 SCHEDULE OF TASKS AND RESPONSIBILITIES

2007, POME, Gautam_Koppala, All Rights Reserved

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

Based on the tasks described in your Project

• Identify Standards and Guidelines

• Evaluate Software Tools

• Evaluate Software Products Review

• Evaluate Project Planning, Tracking,

2007, POME, Gautam_Koppala, All Rights Reserved

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

• Evaluate Requirements Analysis

• Evaluate Design Process

• Evaluate Code and Unit Testing

• Evaluate Integration Testing Process

• Evaluate Acceptance Testing Process

• Evaluate Release Process

• Evaluate the Corrective Action

• Evaluate Media Certification Process

• Certify Non-deliverable Software

• Evaluate Storage and Handling

2007, POME, Gautam_Koppala, All Rights Reserved

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

• Evaluate Deviations and Waivers

• Evaluate Configuration Management

• Evaluate Software Development

• Perform Configuration Audits

• Evaluate Risk Management Process

2007, POME, Gautam_Koppala, All Rights Reserved

To be completed by Author To be completed by Reviewer

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

3.0 SYSTEM DOCUMENTATION

3. Documents by Phase: List and briefly

3.1.1 Initiate Phase:

• Project Plan (including WBS)

• Configuration Management Plan

2007, POME, Gautam_Koppala, All Rights Reserved

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER

2007, POME, Gautam_Koppala, All Rights Reserved

REQUIREMENT AUTHOR AUTHOR COMMENTS COMPLY REVIEWER