5 - Project Quality Management PDF

P ROJECT Q UALITY
M ANAGEMENT
September 2015 Hisham Haridy, PMP, PMI-RMP

P ROJECT Q UALITY
M ANAGEMENT
Part “1”
September 2015
QUALITY
Total Quality
Quality Management
Assurance
Quality
Involvement Continuous
Control
Improvement
Inspection Compliance to
specification
Allocating blame
PROJECT QUALITY MANAGEMENT September 2015

QUALITY
People Materials Environment
Equipment Method

Quality and Grade
What is Quality?
“The degree to which a set of inherent characteristics fulfill
requirements”
Quality Grade
The combination of all of an entity’s A category or rank given to entities having
characteristics that enable the satisfaction the same functional use but different technical
of stated or implied needs. characteristics.
Low quality is always a problem low grade may not be a problem
Quality MUST BE planned in NOT inspected in

Standard and Regulation
Standard Regulation
is a document established by consensus and
approved by a recognized body that Is a government imposed requirement,
provides, for common and repeated use, which specifies product, process or service
rules, guidelines or characteristics for characteristics, including the applicable
activities or their results, aimed at administrative provision, with which compliance
achievement of the optimum degree of order is mandatory.
in a given context
Example: the size of a computer disk and

Example: Building codes
the ISO standards.

Project Management and Quality Management
Similarities Differences
 Customer satisfaction: Understanding,  Focus: Quality Management

evaluating, defining, and managing systems focus on the entire
expectations so that customer organization , while Project Quality
requirements are met. Management per the PMBOK Guide
focuses on projects.
 Prevention over inspection: The cost
of avoiding mistakes is much less than  Management Responsibility:
the cost of correcting them The project manager has the
ultimate responsibility for the quality
 Management responsibility: Success of the product of the project and the
requires participation of all members of Project Management deliverables,
the team, but it is the responsibility of while Senior Management has the
management to provide resources ultimate responsibility for the quality
needed. in the organization as a whole.
 Continuous Improvement:
Plan/Do/Check/Act cycle.
Quality Management
Project Quality Management includes the processes required to ensure that

the project will satisfy the needs for which it was undertaken.
Plan Quality Perform Quality

Control Quality
Management Assurance
Quality planning All of the planned and Control quality involves the
involves identifying systematic activities to monitoring of specific project
which quality ensure that the project will results to determine if the results
standards are employ all processes comply with quality standards,
relevant to the needed to meet and based on those results,
project and requirements. identifying ways to eliminate
determining how to causes of unsatisfactory results
satisfy them.
What is Quality? How Are we following the Are we meeting the

will we ensure it? standards? standards?

Plan Quality Management
“The process of identifying quality requirements and/or standards for the project and
product, and documenting how the project will demonstrate compliance”
Tools and
Input Output
Techniques
1. Project management plan 1. Cost-benefit analysis 1. Quality management plan
2. Stakeholder register 2. Cost of quality 2. Process improvement plan
3. Risk register 3. Seven basic quality tools 3. Quality metrics
4. Requirements 4. Benchmarking 4. Quality checklists
documentation. 5. Design of experiments 5. Project documents updates
5. Enterprise environmental 6. Statistical sampling
factors 7. Additional Plan quality tools.
6. Organizational process 8. Meetings
assets
The key benefit of this process is that it provides guidance and direction on how quality will be
managed and validated throughout the project.

INPUTS
1. Project Management Plan
 Scope baseline: Scope statement, WBS and WBS dictionary.
 Schedule baseline
 Cost baseline
 Other management plan.
2. Stakeholders Register
 The stakeholder register identifies stakeholders with a particular interest in, or
impact on, quality.
3. Risk Register
 The risk register contains information on threats and opportunities that may
impact quality requirements.
4. Requirements Documentation
 Requirements documentation captures the requirements that the project shall
meet pertaining to stakeholder expectations. (project and quality requirements).

INPUTS
6. Enterprise Environmental Factors
 Governmental agency regulations, rules, standards, and guidelines specific to the
application area may affect the project.
7. Organizational Process Assets
 Organizational quality policies, procedures and guidelines, historical databases
and lessons learned from previous projects specific to the application area may
affect the project.

TOOLS AND TECHNIQUES
1. Cost-Benefit Analysis
 Plan quality must consider cost-benefit trade-offs
 Primary benefit of meeting quality requirements is less rework, higher productivity,

lower costs, increased stakeholder satisfaction.
 Primary cost = expenses associated with Project Quality Management activities.
 Quality can be expensive to achieve.
 No activities should be performed that cost

more (or even the same) as the expected
benefits.

2. Cost of Quality
Cost of Conformance Cost of Nonconformance

Prevention Cost (Build a quality
product) and Appraisal Cost (Assess Failure Cost.
the quality).
Prevention Appraisal Internal Scrap.

(pre customer)
Planning. Testing. Rework.
“Fixes prior to
Training. Destructive delivery” Inventory cost.
Auditing. testing loss. Warranty.

Inspections. External
Controlling. Service.
(post customer)
Recalls.
Money spent during the project Money spent during and after
to avoid failures. the project because of failures.

Cost of Quality before and after TQM
Before TQM After TQM

3. Seven Basic Quality Tools
 Cause and Effect Diagram / Ishikawa / Fishbone

 Identifying the Likely Causes of Problems.
 Professor Kaoru Ishikawa created Cause & Effect Analysis in the 1960s. The technique uses a
diagram-based approach for thinking through all of the possible causes of a problem. This
helps you to carry out a thorough analysis of the situation.
 Used to show how different factors relate together and might be tied to potential problems.
 Used as part of an approach to improve quality by identifying quality problems and trying to
uncover the underlying cause.
 Used to explore the future or the past.
 May be used in Plan quality or control.
Try using Cause and Effect Analysis – you'll find that
they are particularly useful when you're trying to
solve complicated problems. For instance, you can
use it to:
 Discover the root cause of a problem.
 Uncover bottlenecks in your processes.
 Identify where and why a process isn't working.
 There are four steps to using Cause and Effect Analysis.

1. Identify the problem.
2. Work out the major factors involved.
3. Identify possible causes.
4. Analyze your diagram.

 Flow chars (future analysis)
 A flowchart shows how a process or system flows from beginning to end and
how the elements interrelate.
 It can be used to "see" a process and find potential quality problems.
 There are many styles, but all process flowcharts show activities, decision
points, and the order of processing.
 During quality planning, flowcharting can help the project team anticipate
quality problems that might occur.
 Flowcharts are a tool that can be used in
many parts of project management.

Process Flowchart Example for design reviews

 Checksheets
 Also known as tally sheets and may be used as a checklist when gathering data.
 Used to organize facts in a manner that will facilitate the effective collection of useful data
about a potential quality problem.
 They are especially useful for gathering attributes data while performing inspections to
identify defects.
 For example, data about the frequencies
or consequences of defects collected in
checksheets are often displayed using
Pareto diagrams.

 Pareto Chart
 Specific type of histogram ordered by the frequency of occurrence (how many defects were
generated by type / category of cause)
 It graphically prioritizes the causes of process problems (by frequency of occurrence) to
help focus attention on the most critical issues affecting quality.
 Using the 80:20 Rule to Prioritize.
 Pareto Analysis is a simple technique for prioritizing problem-solving work so that the first
piece of work you do resolved the greatest number of problems. It's based on the Pareto
Principle (also known as the 80/20 Rule) – the idea that 80% of problems may be caused
by as few as 20% of causes.
Pareto Analysis not only shows you the most

important problem to solve, it also gives you a score
showing how severe the problem is.

Steps:
1. Identify and List Problems.
2. Identify the Root Cause of Each Problem.
3. Score Problems.
4. Group Problems Together By Root Cause.
5. Add up the Scores for Each Group.
6. Take Action.
Problem Cause Score (Step

No.
(Step1) (Step 2) 3)
1 Too few service center staff. 15
2 Too few service center staff. 6
Poor organization and

3 4
preparation.
Poor organization and

4 2
preparation.
5 Lack of Training 30
6 Lack of Training 21

 Histogram
 A histogram is a vertical bar chart showing how often a particular variable state occurred.
 Each column represents an attribute or characteristic of a problem/situation.
 The height of each column represents the relative frequency of the characteristic.
 This tool helps illustrates the most common cause of problems in a process by the
number and relative heights of the bars.

 Control Chart
 Control charts measure the results of processes over time and display the results in
graph form.
 Control charts are a way to measure variances to determine whether process variances are
in control or out of control.
 A control chart is based on sample variance measurements. From the samples chosen and
measured, the mean and standard deviation are determined.
X
UCL
“Upper Control Limit”= Process Average + 3 Standard
+ 3σ Deviations
Process Average
Mean
- 3σ
LCL
“Lower Control Limit”= Process Average - 3 Standard
Deviations

X X X
Common Cause Variation: no Special Cause Variation: two Downward Pattern: no points
points outside control limit points outside control limit outside control limit; however,
eight or more points in trend
Rule of seven
 Seven consecutive data points appearing on
a control chart on one side of the mean,
suggesting that the process is out of
statistical control.

Statistical Terms
Value obtained by dividing the sum of a set of quantities by the number of

Average
quantities in the set (arithmetic mean).
Mean Sum of the values divided by the number of values .
Median Middle value of a set of values ordered by rank.
For lists, the mode is the most common (frequent) value. A list can have more
Mode
than one mode.
Standard deviation tells how spread out numbers are from the average,
Standard Deviation calculated by taking the square root of the arithmetic average of the squares
of the deviations from the mean in a frequency distribution.
3 Sigma 3 standard deviations.
6 Sigma 6 standard deviations.

Statistical Terms
1. To calculate the standard deviation, first compute the difference of each data point from the
mean, and square the result of each: (15.36-15.40)2= 0.0016, (15.04-15.4)2= 0.1296, …….etc.
2. Next compute the average of these values, and take the square root:
√ (0.0016+0.1296+ ……..etc) = 0.36 then Standard deviation is ± 0.36
9
Statistical Terms
Standard deviation is a statistical calculation used to measure and describe how data is organized.
68.25% of the values will fall within 1σ from the mean.
 95.46% of the values will fall within 2σ from the mean.
 99.73% of the values will fall within 3σ from the mean.
99.99966% of the values will fall within 6σ from the mean.

Statistical Terms

 Scatter Diagram
 Scatter diagrams use two variables, one called an independent variable, which is an input,
and one called a dependent variable, which is an output.
 Scatter diagrams display the relationship between these two elements as points on a graph.
This relationship is typically analyzed to prove or disprove cause-and-effect relationships.
 Powerful tool for spotting trends in data.
 The important point to remember about scatter
diagrams is that they plot the dependent and
independent variables, and the closer the points
resemble a diagonal line, the closer these
variables are related.


4. Benchmarking (past analysis)
 Comparing actual or planned project practices to other projects, in order to

generate ideas for improvement and to provide a standard against which to
measure performance.
5. Design of experiments (what if?)
 Analytical technique that helps identify which variables have the most influence on
the overall outcome and helps determine an optimal solution from a relatively
limited number of cases.
6. Statistical sampling
 Statistical sampling involves choosing part of a population of interest for inspection

(for example, selecting ten engineering drawings at random from a list of seventy-
five). Sample frequency and sizes should be determined during the Plan Quality
process so the cost of quality will include the number of tests, expected scrap, etc.

7. Additional Plan quality tools
 Other quality planning tools are used to define the quality requirements and to
plan effective quality management activities.
 Brainstorming
 Force field analysis
 Nominal group technique
 Quality management and control tools:
• Affinity Diagram
• Process decision program charts (PDPC)
• Interrelationship digraphs
• Tree diagrams
• Prioritization matrices
• Activity network diagrams
• Matrix diagrams

Brainstorming
 A technique used to generate and collect multiple ideas related to project and
product requirements.
 The common principle of brainstorming is to set aside the restrictive thinking
processes so that many ideas can be generated.
 It is a way to reach a consensus of experts on
a subject.
 It helps to expose crucial relationships and
patterns in data that may not be initially
apparent.

Force field analysis
 Identifies the forces and factors that may influence the problem or goal.
 Helps an organization to better understand promoting or driving and restraining or inhibiting
forces so that the positives can be reinforced and the negatives reduced or eliminated.
RESTRAINING FORCES
EQUILIBRIUM
DRIVING FORCES

 Steps:
1. Define the objective.
2. Determine criteria for evaluating the effectiveness of the improvement action.
3. Brainstorm the forces that promote and inhibit achieving the goal.
4. Prioritize the forces from greatest to least.
5. Take action to strengthen the promoting forces and weaken the inhibiting forces.
RESTRAINING FORCES
NEW
EQUILIBRIUM
EQUILIBRIUM
DRIVING FORCES
Nominal group technique
 This technique enhances brainstorming with a voting process used to rank the
most useful ideas for further brainstorming or for prioritization.
 Helps eliminate biases and peer-pressure.
 Encourages participation from all team members.
 All opinions are heard and weighted equally.
 Steps:
1. Team members silently write down ideas
2. Ideas are shared and discussed
3. Team members vote

Quality Management and Control Tools:
Affinity Diagram
 A tool for organizing a large number of ideas, opinions, and facts relating to a
broad problem or subject area.
 Procedure:
1. State the issue in a full sentence.
2. Brainstorm using short sentences on self-adhesive notes.
3. Post them for the team to see.
4. Sort ideas into logical groups.
5. Create concise descriptive headings for each group.


Process Decision Program Charts (PDPC)

 Used to understand a goal in relation to the steps for getting to the goal.
 The PDPC avoids surprises and identifies possible countermeasures.
 PDPC is a method for mapping out every conceivable event and contingency that
can occur when moving from a problem statement to possible solutions.
 Steps:
1. The team state the objective.
2. That activity is followed by the first level.
3. In some cases a second level of detailed activities may be used.
4. The team brainstorms to determine what could go wrong with the conference, and
these are shown as the “what-if” level.
5. The countermeasures are brainstormed and placed in a balloon in the last level.
6. The last step is to evaluate the countermeasures and select the optimal ones by
placing an O underneath. Place an X under those that are rejected.


Interrelationship Digraphs
 Identifies and explores causal relationships among related concepts or ideas.
 It allows the team to classify the cause-and-effect relationships among all factors
so that the key drivers and outcomes can be used to solve the problem.
 Steps:
1. The team should agree on the issue or problem statement.
2. All of the ideas or issues from other techniques or from brainstorming should be
laid out.
3. Start with the first issue.
4. The second iteration is to compare other issues.
5. The entire diagram should be reviewed and revised where necessary.
6. The diagram is completed by tallying the incoming and outgoing arrows and
placing this information below the box.


Tree Diagrams
 Maps out the paths and tasks necessary to complete a specific project or reach a
specified goal.
 Procedures:
1. Choose an action-oriented objective statement from the interrelationship diagram,
affinity diagram, brainstorming, team mission statement.
2. Using brainstorming, choose the major headings.
3. Generate the next level by analyzing the major headings. Repeat this question at
each level.


Prioritization Matrices
 Prioritizes issues, tasks, characteristics, based on weighted criteria using a combination of tree
and matrix diagram techniques.
 Once prioritized, effective decision can be made.
 Prioritization matrices are designed to reduce the team’s options rationally before
implementation planning occurs.
 Steps:
1. Construct an L-Shaped matrix combining the options, which are the lowest-level of detail of the tree
diagram with the criteria.
2. Determine the implementation criteria using the nominal group technique (NGT) or any other
technique that will satisfactorily weight the criteria.
3. Prioritize the criteria using the NGT. Each team member weights the criteria so the total weight equals
1, and the results are totaled for the entire team.
4. Rank order the options in terms of importance by each criterion, average the results, and round to the
nearest whole number.
5. Compute the option importance score under each criterion by multiplying the rank by the criteria
weight.

Activity Network Diagrams
 Program evaluation and review technique (PERT).
 Critical path method (CPM).
 Arrow diagram.
 Activity on node (AON).
 The diagram shows completion times, simultaneous tasks, and critical activity path.
 Steps:
1. The team brainstorms or documents all the task to complete a project.
2. The first task is located and placed on the extreme left of a large view work surface.
3. Any tasks that can be done simultaneously are placed below.
4. Repeat steps 2 and 3 until all tasks are placed in their correct sequence.
5. Number each task and draw connecting arrows.
6. Determine the critical path by completing the four remaining boxes in each task.


Matrix Diagrams
 Display relationships between ideas, activities or other dimensions in such a way as to provide
logical connecting points between each item.
 Data are presented in table form and can be objective or subjective, which can be given
symbols with or without numerical values.
 Precudures:
1. Select the factors affecting a successful plan.
2. Select the appropriate format (depend on the number of variables).
3. Determine the relationship symbols.


7. Meetings
 Project teams may hold planning meetings to develop the quality management
plan.
 Attendees at these meetings may include the project manager; the project
sponsor; selected project team members; selected stakeholders; anyone with
responsibility for Project Quality Management activities namely Plan Quality
Management, Perform Quality Assurance, or Control Quality; and others as needed.

OUTPUTS
1. Quality management plan (It should be in early stage of project)
 The purpose of the Plan Quality process is to determine what quality is and to put
a plan in place to manage quality.
 This plan is called the quality management plan. There are many different
examples of quality management plans. Most include the following:
 The quality standards that apply to the project.
 Who will be involved in managing quality, when, and what their specific duties will be .
 Review of earlier decisions to make sure those decisions are correct.
 The meetings to be held addressing quality.
 The reports that will address quality.
 What metrics will be used to measure quality.
 What parts of the project or deliverables will be measured and when additional plan
quality tools.

OUTPUTS
2. Process improvement plan
 Is a subsidiary of the Project Management Plan that details the steps for analyzing
processes that will facilitate the identification of waste and non-value added
activity, such as:
 Process boundaries (purpose, start, end, inputs, outputs, data required, owner and
stakeholder processes)
 Process configuration (flowchart of processes to facilitate analysis with interfaces

identified)
 Process metrics (maintain control over status of processes)
 Targets for improved performance
 Deals with how quality activities will be streamlined and improved.

3. Project documents (updates)
 Stakeholder register.
 Responsibility Assignment Matrix.

OUTPUTS
3. Quality Metrics
 Metric = Operational definition that describes in very specific terms, what

something is, and how quality control process measures it.
 A measurement is an actual value.
 Examples:
 Defect density, failure rate, availability, test coverage
 It is not adequate for the team to say that the system needs to have a rapid
response time. Instead, a quality metric might specify that a system must
respond within two seconds to 99% of all requests up to 1,000 simultaneous
users.
 What is a variable?  What is an attribute?
 A characteristic to measure.  The measurement
 Example: Size & Shape  Example: Inches, Meters and Pounds
OUTPUTS
4. Quality checklists
 A checklist is a Plan quality output put to ensure that all steps were performed, and
that they were performed in the proper sequence.
 Establish a common reference for quality management execution.
 Are especially effective when developed and improved over several projects.
 Checklists are a sample tool that is used to keep from overlooking items of importance.
 A checklist is really just an instruction sheet for an inspector to use.
 The items in the checklist should be significant items.
5. Project Documents Updates
 Stakeholder register.
 Responsibility assignment matrix.
 WBS and WBS Dictionary.

Perform Quality Assurance
The process of auditing the quality requirements and the results from quality
control measurements to ensure appropriate quality standards and operational
definitions are used.
Input Tools and Techniques Output
1. Quality management plan 1. Plan quality & quality 1. Change requests

2. Process improvement plan control tools 2. Project management plan
3. Quality metrics 2. Quality audits updates
4. Quality control 3. Process analysis 3. Project documents updates
measurements 4. Organizational process asset
5. Project documents updates

INPUTS
1. Quality management plan
 Quality management plan: The quality management plan describes how quality
assurance will be performed within the project.
 Process improvement plan: The process improvement plan details the steps for
analyzing processes to identify activities which enhance their value.
2. Process improvement plan
 The project’s quality assurance activities should be supportive of and consistent
with the performing organization’s process improvement plans.
3. Quality metrics
 The quality metrics provide the attributes that should be measured and the
allowable variations.
INPUTS
4. Quality control measurements.
 The quality control measurements can be thought of as a feedback loop.
 As changes are evaluated here in the process of Perform Quality Assurance, they
are measured in Perform Quality Control and fed back into this process for
evaluation.
 Are the results of the quality control activities that are feedback to QA process
for use in re-evaluating and analyzing the quality standards and processes of the
performing organization.
5. Project documents
 Project documents may influence quality assurance work and should be
monitored within the context of a system for configuration management.

1. Plan quality & quality control tools
 Tools and techniques from Plan Quality and Perform Quality Control.
2. Quality audits
 Audits (Key Tool) review the project to evaluate which activities taking place on
the project should be improved and which meet quality standards
 The goal of the audits is both to improve acceptance of the product and the
overall cost of quality
 Structured, independent review to determine whether the project activities
comply with organizational and project policies, processes and procedures
 Confirm the implementation of approved change requests, corrective actions,
defect repairs and preventive actions
 May be scheduled or at random, may be carried out by in-house or external
auditors

3. Process analysis
 Follow the steps outlined in the process improvement plan to ensure that it is
working efficiently and effectively.
 Examines problems experienced, constraints and non-value added activities
identified during process operation.
 Include: root cause analysis (specific technique to analyze a situation,
determine the underlying causes that lead to it and develop preventive actions
for similar problems).

OUTPUTS
1. Change requests
 Change requests are created and used as input into the Perform Integrated Change
Control process to allow full consideration of the recommended improvements.
2. Project management plan updates
 Quality management plan,
 Schedule management plan, and
 Cost management plan.
 Quality audits reports,
 Training plans, and
 Process documentation.
4. Organizational process asset updates
 Elements of the organizational process assets that may be updated include, the
quality standards.

Control Quality
The process of monitoring and recording results of executing the quality
activities to assess performance and recommend necessary changes.
Input Tools and Techniques Output
1. Quality management plan 1. Seven basic quality tools 1. Quality Control
2. Quality metrics 2. Statistical sampling measurements
3. Quality checklists 3. Inspection 2. Validated changes
4. Work performance data 4. Approved change request 3. Verified deliverables
5. Approved change requests review 4. Work performance
6. Deliverables information
7. Project documents 5. Change requests
8. Organizational process 6. Project management plan
assets updates
8. Organizational process asset
updates

INPUTS
1. Quality management plan
 Quality management plan
2. Quality metrics
 A quality metric describes a project or product attribute and how it will be
measured.
 Some examples of quality metrics include: function points, mean time between
failure (MTBF), and mean time to repair (MTTR).
3. Quality checklists
 Quality checklists are structured lists that help to verify that the work of the
project and its deliverables fulfill a set of requirements
4. Work performance data
 Planned vs. actual technical performance,
 Planned vs. actual schedule performance, and
 Planned vs. actual cost performance.

INPUTS
5. Approved change requests
 Approved change requests can include modifications such as defect repairs, revised
work methods and revised schedule.
 The timely implementation of approved changes needs to be verified.
6. Deliverables
 A deliverable is any unique and verifiable product, result, or capability that results in a
validated deliverable required by the project.
7. Project documents
 Agreements
 Quality audit reports and change logs supported with corrective action plans.
 Training plans and assessments of effectiveness.
 Process documentation.
8. Organizational process assets
 Quality standards and policies.
 Standard work guidelines.
 Issue and defect reporting procedures and communication policies.
1. Seven Basic Quality Tools
1. Cause-and-effect diagrams
2. Flowcharts, which
3. Checksheets
4. Pareto diagrams
5. Histograms
6. Control charts
7. Scatter diagrams,

2. Statistical sampling
 Statistical sampling involves choosing part of a population of interest for inspection
(for example, selecting ten engineering drawings at random from a list of seventy-
five). Sample frequency and sizes should be determined during the Plan Quality
process so the cost of quality will include the number of tests, expected scrap, etc.
3. Inspection
 Is the examination of a work product to determine whether it conforms to standards
 Includes measuring, examining and testing
 Performed at various points in the project
 Intensity level is dependent on the quality plan
 Also referred to as reviews, peer reviews, audits and walkthroughs
4. Approved change request review
 All approved change requests should be reviewed to verify that they were
implemented as approved.

OUTPUTS
1. Quality Control measurements
 The quality control measurements can be thought of as a feedback loop.

 As changes are evaluated here in the process of Perform Quality Assurance, they are
measured in Perform Quality Control and fed back into this process for evaluation.
 Are the results of the quality control activities that are feedback to QA process for
use in re-evaluating and analyzing the quality standards and processes of the
performing organization
2. Validated changes
 Any changed or repaired items are inspected and will be either accepted or rejected
before notification of the decision is provided. Rejected items may require rework.
3. Verified deliverables
 A goal of quality control is to determine the correctness of deliverables.

 The results of the execution quality control processes are validated deliverables.
 Validated deliverables are an input to Verify Scope for formalized acceptance.

OUTPUTS
4. Work Performance Information
 Work performance information is the performance data collected from various controlling
processes, analyzed in context and integrated based on relationships across areas.
5. Change requests
 If the recommended corrective or preventive actions or a defect repair requires a change to the
project management plan, a change request should be initiated in accordance with the defined
Perform Integrated Change Control process.
6. Project management plan updates
 Quality management plan.
 Process improvement plan.

 Quality standards.
8. Organizational process asset updates
 Completed checklists.
 Lessons learned documentation.

P ROJECT Q UALITY
M ANAGEMENT
Part “2”
September 2015
Quality Evolution

Quality Evolution
The basic approach to project quality management described in the PMBOK is
intended to be compatible with that of The International Organization for
Standardization (ISO).
For the PMP Exam you need to know the paradigms and absolutes of the main
quality systems and gurus:
1. ISO
2. TQM
3. Deming: quality problem (85% management and 15% worker).
4. Joseph Juran: “fitness to use” , Cost of quality is cost of conformance and

nonconformance
5. Philip Crosby: “conformance to requirement”, “Zero Defects” “Do it right the

first time”.

Quality Evolution
 National Standards Institute (ANSI) represents the United States. ISO 9000 is not a
set of standards for products or services, nor is it specific to any one industry.
Instead, it is a quality system standard applicable to any product, service, or
process anywhere in the world.
 The information included in the ISO 9000 series includes:

 ISO 9000: This defines the key terms and acts as a road map for the other standards
within the series.
 ISO 9001: This defines the model for a quality system when a contractor demonstrates the
capability to design, produce, and install products or services.
 ISO 9002: This is a quality system model for quality assurance in production and
installation.
 ISO 9003: This is a quality system model for quality assurance in final inspection and
testing.
 ISO 9004: This provides quality management guidelines for any organization wishing to
develop and implement a quality system. Guidelines are also available to determine the
extent to which each quality system model is applicable.
Quality Evolution
1 2 3 4 5 6
Becoming
Getting prevention
Everyone
Writing a Defining Following everyone oriented
wants to
policy Procedures them else to follow continuously
follow them
them improving
organization
TOTAL QUALITY MANAGEMENT
ISO 9000

Quality Evolution
Principles of TQM
Customer-oriented
Leadership
Strategic planning
Employee responsibility
Continuous improvement
Cooperation
Statistical methods
Training and education

W. Edwards Deming “Quality is a management problem”
The 14 Points “standard reference for quality transformation”

1. Create a constant purpose toward improvement.
2. Adopt the new philosophy.
3. Stop depending on inspections.
4. Use a single supplier for any one item.
5. Improve constantly and forever.
 Continuously improve your systems and processes. Deming promoted the Plan-Do-
Check-Act approach to process analysis and improvement.
 Emphasize training and education so everyone can do their jobs better.
 Use kaizen as a model to reduce waste and to improve productivity, effectiveness, and
safety. Oct.1900 – Dec. 1993
6. Use training on the job.
By improving
7. Implement leadership.
quality, companies
8. Eliminate fear.
will decrease
9. Break down barriers between departments.
expenses as well as
10.Get rid of unclear slogans. increase
11.Eliminate management by objectives. productivity and
12.Remove barriers to pride of workmanship. market share.
13.Implement education and self-improvement.
14.Make "transformation" everyone's job. “Out of Crisis”
1982
Quality problem (85% m anagem ent and 15% w orker)
Dr. Joseph M. Juran (The Father of Quality) “Fitness for Use”
Quality begins with who, how, and why these customers will use it,
without this information any improvement will be guesswork.
In other words, all improvement activities should be customer focused
Juran’s ﬁve attributes for “ﬁtness for use”:
1. Quality of design
2. Quality of conformance (Dec. 1904 – Feb. 2008)
3. Availability Needs of the

customers and
4. Safety
Stakeholders are
5. Field use defined and then
attempted to
He developm ent 80/ 20 principle
satisfy.
Quality is fitness for use.
1Quality Control Handbook, 2Managerial Breakthrough, 3Management of “Quality Control
Quality Control, 4Quality Planning and Analysis, 5Upper Management and Handbook 1951”
Quality, and 6Juran on Planning for Quality.

Philip Crosby “Zero defects and prevention or rework results ”
 Zero defects is a way of thinking and doing that reinforces the

notion that defects are not acceptable, and that everyone should
"do things right the first time".
 The idea here is that with a philosophy of zero defects, you can
increase profits both by eliminating the cost of failure and
increasing revenues through increased customer satisfaction.
 Zero defects is NOT about being perfect. Zero defects is about Jun.1926 - Aug. 2001
Defects are not

changing your perspective. It does this by demanding that you:
acceptable, and
1. Recognize the high cost of quality issues. that everyone
should "do
2. Continuously think of the places where flaws may be
things right the
introduced. first time“
3. Work proactively to address the flaws in your systems and
“Quality is free
processes, which allow defects to occur. 1979”
Quality is conform ance to requirem ents.

Kaizen Philosophy “Continuous Improvement”
Kaizen (Ky’zen) is meaning “change for the better” in Japanese.
In united Stated and most of Western Europe, improvements are thought of as big improvements.
In Japan, improvements are thought of as small improvements.
Quality Researches
Walter Shewart
In 1920s, developed control charts.
Introduced the term “quality assurance” .
W. Edwards Deming
Developed courses during World War II to teach statistical quality-control techniques to
engineers and executives of companies that were military suppliers.
After the war, began teaching statistical quality control to Japanese companies.
Joseph M. Juran
Followed Deming to Japan in 1954.
Focused on strategic quality planning.
Philip Crosby
In 1979, emphasized that costs of poor quality far outweigh the cost of preventing poor
quality.
In 1984, defined absolutes of quality management — conform ance to requirem ents ,
prevention , and “zero defects ”.
Kaoru Ishikawa
Promoted use of quality circles.
Developed “fishbone ” diagram.
Emphasized importance of internal customer.

Quality Researches
Deming Juran Crosby Ishikawa

PDCA
(Plan, Do, Check, TQM Cause and Effect
Act)
“Total Quality Quality is free Fishbone Diagram
Quality is a Management” (Flowchart)
management
problem
Poor quality:
85% Management Fitness for Use Zero defects Design Statistics
15% Worker
Don’t confuse with Conformance to

80/20 requirements

Precise and Accurate
Accuracy Precision
A very accurate Precise measurements

measurement is not are not necessarily
necessarily precise. accurate.
Precision Accuracy
Consistency that the value of Correctness that the
repeated measurements are measured value is very close
clustered and have little to the true value
scatter
Precision or Accuracy which one is more important to be determined by the

project management team?
Refreshments
Q1: When a product or service completely meets a customer's requirements:
A. Quality is achieved.
B. The cost of quality is high.
C. The cost of quality is low.
D. The customer pays the minimum price.
Q2: To what does the following sentence refer? "The point where the benefits or revenue to
be received from improving quality equals the incremental cost to achieve that quality."
A. Quality control analysis
B. Marginal analysis
C. Standard quality analysis
D. Conformance analysis

Refreshments
Q3: A project manager and team from a firm that designs railroad equipment are tasked to
design a machine to load stone onto railroad cars. The design allows for two percent spillage,
amounting to over two tons of spilled rock per day. In which of the following does the project
manager document quality control, quality assurance, and quality improvements for this
project?
A. Quality management plan
B. Quality policy
C. Control charts
D. Project management plan

Refreshments
Q4: You are managing a project in a just-in-time environment. This will require more
attention, because the amount of inventory in such an environmental is generally:
A. 45 percent.
B. 10 percent.
C. 12 percent.
D. 0 percent.

Refreshments
Q5: Work on a project is ongoing when the project manager overhears two workers
arguing over what a set of instructions mean. The project manager investigates and
discovers that the instructions for the construction of the concrete footings currently
being poured were poorly translated between the different languages in use on the
project. Which of the following is the BEST thing for the project manager to do FIRST?
A. Get the instructions translated by a more experienced party.
B. Look for quality impacts of the poor translation of the instructions for the footings.
C. Bring the issue to the attention of the team and ask them to look for other translation
problems.
D. Inform the sponsor of the problem in the next project report.

THANK YOU

5 - Project Quality Management PDF

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

5 - Project Quality Management PDF

Hochgeladen von

Copyright:

Verfügbare Formate

P ROJECT Q UALITY

September 2015 Hisham Haridy, PMP, PMI-RMP

PROJECT QUALITY MANAGEMENT September 2015

People Materials Environment

PROJECT QUALITY MANAGEMENT September 2015

Low quality is always a problem low grade may not be a problem

Quality MUST BE planned in NOT inspected in

PROJECT QUALITY MANAGEMENT September 2015

Example: the size of a computer disk and

PROJECT QUALITY MANAGEMENT September 2015

 Customer satisfaction: Understanding,  Focus: Quality Management

Project Quality Management includes the processes required to ensure that

Plan Quality Perform Quality

What is Quality? How Are we following the Are we meeting the

PROJECT QUALITY MANAGEMENT September 2015

PROJECT QUALITY MANAGEMENT September 2015

PROJECT QUALITY MANAGEMENT September 2015

PROJECT QUALITY MANAGEMENT September 2015

 Plan quality must consider cost-benefit trade-offs

 Primary benefit of meeting quality requirements is less rework, higher productivity,

 Primary cost = expenses associated with Project Quality Management activities.

 Quality can be expensive to achieve.

 No activities should be performed that cost

PROJECT QUALITY MANAGEMENT September 2015

Cost of Conformance Cost of Nonconformance

Prevention Appraisal Internal Scrap.

Auditing. testing loss. Warranty.

PROJECT QUALITY MANAGEMENT September 2015

Before TQM After TQM

PROJECT QUALITY MANAGEMENT September 2015

 Cause and Effect Diagram / Ishikawa / Fishbone

 There are four steps to using Cause and Effect Analysis.

PROJECT QUALITY MANAGEMENT September 2015

 It can be used to "see" a process and find potential quality problems.

PROJECT QUALITY MANAGEMENT September 2015

Process Flowchart Example for design reviews

PROJECT QUALITY MANAGEMENT September 2015

about a potential quality problem.

 For example, data about the frequencies

or consequences of defects collected in

checksheets are often displayed using

PROJECT QUALITY MANAGEMENT September 2015

generated by type / category of cause)

 It graphically prioritizes the causes of process problems (by frequency of occurrence) to

help focus attention on the most critical issues affecting quality.

 Using the 80:20 Rule to Prioritize.

by as few as 20% of causes.

Pareto Analysis not only shows you the most

PROJECT QUALITY MANAGEMENT September 2015

Problem Cause Score (Step

1 Too few service center staff. 15

2 Too few service center staff. 6

Poor organization and

Poor organization and

PROJECT QUALITY MANAGEMENT September 2015

 Each column represents an attribute or characteristic of a problem/situation.

PROJECT QUALITY MANAGEMENT September 2015

PROJECT QUALITY MANAGEMENT September 2015

PROJECT QUALITY MANAGEMENT September 2015

Value obtained by dividing the sum of a set of quantities by the number of

Mean Sum of the values divided by the number of values .

Median Middle value of a set of values ordered by rank.

of the deviations from the mean in a frequency distribution.