Module 3 - Project Quality

4/28/2019 Laureate International Universities
MODULE 3 - PROJECT QUALITY
Learning Resources
Quality Management Standards
You may already know that Australia and New Zealand have adopted international
standards for quality management and standards for quality control sampling and
testing procedures are available. More than likely these standards will apply to projects
that you work on.
The earlier versions of these standards were prescriptive and very precisely de ned
what had to be done. In 2000 the standards for quality assurance were revised and
changed from taking a prescriptive approach to a performance or desired outcome-
based system. In this new system, a performance-based standard de nes the outcome
and any necessary constraints, but leaves the user free to achieve the result by the most
appropriate available methods.
These standards deal with management systems only and apply to a wide range of
organisations and projects. They comprise a large set of documents that between them
de ne the general principles of quality management. The standards most widely used in
projects are:
AS NZS ISO 9000:2000 Quality management systems – Fundamentals and

vocabulary
AS NZS ISO 9001:2000 Quality management systems – Requirements
AS NZS ISO 9004:2000 Quality management systems – Guidelines for performance

improvement
AS NZS ISO 19011:2011 Guidelines for auditing management systems
AS ISO 10006:2003 Quality management systems – Guidelines for quality

management in projects
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Notice the last of these—AS ISO 10006: 2003—deals speci cally with the quality
management of projects. There is a link to this standard in the Learning Resources
section of this module.
There are also speci c standards for certain industries, products and processes.
Some standards contain speci c prescriptive requirements to ensure uniformity of

practice. You may like to visit the Standards Australia International website:
www.standards.org.au to see all the standards available. When using standards, always
check that they are current as standards are constantly being revised and updated.
Certain stakeholders have de ned authority and in uence, notably senior management
and the statutory bodies or a higher authority that issue approvals, e.g. the EPA. Senior
management has a responsibility to set the quality management system for the
organisation and to ensure that the systems for individual projects are compatible with
the organisation system. They must ensure that the appropriate speci c standards are
adopted in projects completed by their sta . A building surveyor may need to approve
plans for a building. Other government inspectors have authority to enforce safe
working practices. Some will have greater in uence than others. Financiers may impose
conditions before making a loan. Others, such as designers, lawyers and contractors
have speci c expertise. They can signi cantly in uence the structure of the project, the
nal requirements and the way it is carried out.
Project Managers and Quality
Let’s recap your responsibilities as a project manager in managing quality.

Motivating sta and ensuring adequate resources are available is an important

role
Designing the quality control system at the project proposal and development
phases
Ensuring that monitoring and auditing is done properly during the

implementation phase
Completing a nal project review and identify any improvement opportunities for
future projects during the project closure phase
You and others in your organisation are responsible for setting up the quality
management system for the project. In designing a quality management system for a
project you need to consider a number of factors:
What is to be managed and controlled?
How is the particular quality to be de ned and measured?
How is sampling to be carried out? (How frequently will it be measured?)
What criteria for comparison are to be set?
How is the measure of output to be compared with the set criteria?
How are unacceptable deviations from the criteria to be corrected?
However you can't just focus on the processes. E ective quality management is as much
about managing people as it is about managing processes. A quality management
system requires everyone on the project to be committed to achieving quality and an
e ective project manager should be able to lead sta and establish a team culture that
promotes quality.
As a project manager, you need to have a complete view of the project. You cannot
a ord to become involved in detail at the expense of managing the whole project. The
skill in project quality management lies in delegating detail to reliable and expert team
members. You cannot do the work of experts, but must make sure they complete the
task according to project schedules and the standards set. The challenge is in handling
complexity, rather than in solving speci c technical problems.
Where Responsibility Lies
A word of warning regarding quality management in projects, particularly projects where

the consequences of failure can be severe. Ultimately, someone has to take
responsibility if things go wrong—usually this is the project manager. There are areas
requiring complex technical decisions to be made that cannot be made by people with a
limited appreciation of the problem. While everyone has to operate responsibly within
his/her capability, there is a limit to collective responsibility.
It is hardly fair to blame the shop oor mechanics if an aircraft fails as a result of a bad
technical design decision. They are culpable, however, if they fail to observe and report
obvious cracking in a component. Their supervisors also have responsibility to make
sure that the mechanics are aware of the seriousness of such defects and that they are
given the procedures, training and resources to inspect them properly.
There are compelling reasons to establish a workable project management system

where responsibilities are clearly de ned, allocated and documented. It is an essential
part of achieving a quality project outcome. In most technical work there are levels of
responsibility and the more highly trained people usually carry a greater share of the
responsibility.
Establishing and Maintaining an Effective Quality

Management System
Quality management requires three main elements:
A quality system is the means by which an organisation controls the processes or

activities that directly in uence the quality of goods and services it produces. It provides
us with a general process that we can adapt to each speci c project we encounter.
The model emphasises the importance of information and communication on a project.
Determining Quality Requirements
The rst thing that occurs in the project life cycle in relation to quality management is to
establish the client's quality requirements. This involves you working with closely with a
range of stakeholders who will have di erent needs and can in uence project success in
di erent ways.
Once the project is underway the consultation process continues. Assuring quality
throughout the project is the collective responsibility of all the stakeholders, who have a
vested interest in the success of the project. When issues of quality arise or
opportunities for improvement are identi ed the project manager may need to consult
particular stakeholders for their input, advice and/or agreement. They can be internal to
the project organisation (e.g. project team members, senior management), or external
stakeholders (e.g. client, end-users, contractors, local council building authorities).
What Is To Be Achieved?
As we noted earlier, it is crucial to project success that the quality criteria and the project
outcome required are identi ed early on in the production stages of the project life
cycle. The client's and other requirements (e.g. statutory requirements such as planning
legislation, occupational health and safety legislation) have to be identi ed. This is an
iterative process and all the relevant stakeholders must be consulted. Generally, a
number of stakeholders participate in identifying project requirements, e.g. senior
management, contractors and the project designer.
It is vital that the:
project manager participate in all negotiations from the outset. He/she should
attend all meetings and clearly document what is considered, what is achieved
and the actions that are needed. If tenders are called, this documentation
becomes the basis of the tender.
project client be involved as changes to the initial proposal may be needed as

details are worked out. Meetings should be scheduled to consider successive
proposals until a proposal acceptable to the client and achievable within the
project constraints is achieved.
Suppliers of goods and services must also be involved, e.g. specialist consultants and
others to whom work may be outsourced. E ective communication with suppliers is
essential if they are to deliver work of acceptable quality on time.
Once the project requirements have been identi ed, the project manager should ensure
that:
the project requirements are documented in a project brief
the project speci cations that de ne the scope of the project are developed.
These speci cations include the quality outcome required, e.g. design
requirements, physical speci cations like dimensions, material properties, and
component or equipment performance.
Quality Management Plan
Once the project speci cations have been documented, a quality management plan
needs to be developed before the production stage starts. The quality management plan
is an important part of the project information system and sets the framework for
achieving quality in both the management of the project and the project outcome.
Project managers have the responsibility for overseeing the development and
implementation of the quality management plan, but do so in consultation with other
stakeholders. As we noted earlier, senior management puts in place the organisation's
quality management system and ensures that individual projects are conducted
according to these systems. They also have responsibility to see that the appropriate
speci c standards are adopted in projects.
You rarely have to develop the plan from scratch as your organisation will probably
already have existing quality and business plans that will include relevant policies, work
processes and procedures that apply to your project. Don't double up when what you
need already exists elsewhere in the organisation. You may have to modify existing
plans, but only develop project speci c procedures, inspection and testing plans and
sample forms, etc. if they do not already exist and if your particular project requires
them.
What Goes Into A Project Quality Management Plan?

A project quality management plan identi es the speci c quality practices, resources
and sequence of activities relevant to a particular project.
The contents of a quality management plan should re ect the scope and complexity of
the project. It is no good having an elaborate maze of policies, procedure manuals and
testing plans that are incomprehensible to those who rely on them to assist them to
coordinate and control their work activities. Good documentation clearly de nes what is
to be achieved and is capable of being followed by those who use it.
In a quality management plan there are a number of sections:
The introductory section clearly de nes the project. It describes how quality will be
managed throughout the lifecycle of the project. It also includes the processes and
procedures for ensuring quality planning, assurance, and control are all conducted. All
stakeholders should be familiar with how quality will be planned, assured, and
controlled. Information give should include:
methods for identifying critical issues
identifying stakeholders
ensuring e ective communication is established
the need for a clear project brief and elements that should be included in it.
The next sections of the plan will de ne the processes in the design, planning and
execution of the project such as:
QUALITY MANAGEMENT APPROACH
This section describes the approach the organisation will use for managing quality
throughout the project’s life cycle. The organisation may already have a standardised
approach to quality, however, whether it is standard or not, the approach must be
de ned and communicated to all project stakeholders.
QUALITY REQUIREMENTS / STANDARDS
This section should describe how the project team and/or quality group will identify and
document the quality requirements and standards. Additionally, there should also be an
explanation of how the project will demonstrate compliance with those identi ed quality
standards. The quality standards and requirements should include both the product and
processes.
QUALITY ASSURANCE
This section should explain how you will de ne and document the process for auditing
the quality requirements and results from quality control measurements in order to
ensure that quality standards and operational de nitions are used. This section should
also document the actual quality assurance metrics used for this project.
QUALITY CONTROL
This section describes how you will de ne and document the process for monitoring and
recording results of executing the quality activities to assess performance and
recommend necessary changes. Quality control applies to the project’s product as

opposed to its processes. It should include what the acceptable standards and/or
performance are for the product and how these measurements will be conducted.
QUALITY CONTROL MEASUREMENTS
This section should contain a sample or useable table/log to be used in taking quality
measurements and comparing them against standards/requirements. These forms may
be found in many di erent styles or formats. The most important aspect of this log is to
provide documentation of the ndings. If actual measurements do not meet the
standards or requirements then some action must be taken. This may be done in
regularly scheduled project status meetings or as necessary throughout the project
lifecycle.
The nal sections of the plan will de ne the processes in the termination of the project
and measures to ensure continuos improvement. It will also include an area for
authorisation signatures.
Other sections may include:
communication, maintenance of records
risk management
matters dealing with the administration of the project contract which are not
covered in the formal contract documents
cost estimation, nancing of the project, nancial recording, reporting and control
speci c QA procedures not covered in the project speci cations
Human Resource Management (HRM)
the management of the closure and the project overview
A number of common problems in project documentation that can a ect the work
carried out during a project and what is achieved at the end of a project are:
lack of a consistent approach to documenting speci cations, briefs, policies and

procedures, e.g. inconsistent levels of detail
inaccurate documentation
inaccessible documentation
di cult to follow, poorly sequenced and inconsistent procedures and work

instructions
out of date information
lack of version control
You should try to avoid these when developing your project management plan by
making the plan ' t for its purpose'.
Quality Management Manuals
On a small project a quality management plan may simply be a small number of

procedures, checklists and inspection and test plans. On a large project, however, a
quality management manual may be required in hard copy or electronic format. This
manual may include individual quality plans for design, procurement, installation and
testing, as well as inspection and test plans, procedures for all project activities (e.g.
human resource management, procurement, document control). In some projects
clients require manuals to be prepared in accordance with speci c standards or
according to their own organisational requirements. You need to establish this early on
in the proposal stage, before you start to develop the quality management manual for
that project.
If you have responsibility for developing a quality management manual, make sure its
format and content are consistent with organisational policies and any certi cation
conditions that the organisation must comply with. This manual should be regularly
updated and there should be restrictions placed on who is authorised to make changes
to it. However, project team members must have access to those sections of the plan
that they need to carry out their work.
Establishing Quality Management Methods, Techniques

and Tools
With the project quality management plan in place, ideally all project sta know their
roles and responsibilities, have the resources to carry out their project work, have
procedures to follow and are clear about the quality standards they are to achieve. In
other words, we have built in quality from the project beginning. But we all know that
reality is always di erent. All the planning in the world does not mean things will go
smoothly—problems always arise.
Data and analysis, not trial and error or guesswork, are the only ways to promote quality
and continuous improvement. Monitoring speci c tasks and project results to minimise
variation, eliminate unsatisfactory performance, and ensure compliance with the
de ned project speci cations and quality standards are important.
Through inspection, data analysis, and other techniques project teams can deliver
quality improvements and eliminate rework.
Before we look at some techniques to use, let's discuss some principles to apply to data
collection.
To avoid data overload and ensure we are not collecting data for its own sake, any data
we collect should:
be relevant to the process we are examining
be collected and recorded systematically
be readable, clear and understandable
focus on a process not a person
be presented in a manner that aids decision making
be fed back to the person who collects the data and the team responsible for the
process
be used to improve the capability of the process.
Let's look at some useful techniques to use when you identify quality problems and
need solutions.
Brainstorming
Brainstorming is useful in project planning and problem solving where we have

alternatives that we need to evaluate. Brainstorming is a method project managers can
use to draw on the collective knowledge and skills of team members and other
stakeholders.
Brainstorming is a process where a number of people put in ideas about a speci c

problem that has to be solved. Initially it is a free wheeling process where any remotely
relevant or outrageous idea can be put forward. All ideas are noted, classi ed and
sorted to sift out the most relevant and feasible ideas. Basically it needs a group of
people to spend some time together using a whiteboard to record ideas and sort them
into usable information. The process must be open and have a positive outcome.
Cause and E ect Diagrams
Project managers and their teams often use a cause and e ect diagram to classify the
likely causes of a problem and their possible e ects. The diagram gives a basis for
systematic analysis of the problem. The causes are divided into broad areas of activity
noted at the tip of each branch. The likely causes that have been identi ed in the area
are noted on each branch. The e ect is noted in the box at the right hand side of the
diagram.
Pareto Charts
You might have noticed that the cause and e ect diagram does not show the relative
importance of the causes. Rectifying some causes produces a greater e ect on the nal
outcome than others. You may have heard of the Pareto principle, sometimes called the
80:20 principle. This suggests that a few causes, perhaps 20%, might cause 80% of the
problem. A tool you can use to identify and prioritise those problems that require
immediate attention is the Pareto chart. You construct the chart by ranking the data in
frequency of occurrence and plotting the bars in descending order.
Tolerances
We can explain tolerances by thinking about the manufacture of bearings to carry a

shaft. If the bearings are too tight, they will seize up. If the bearings are too loose, they
cannot be properly lubricated and the shaft will rattle in the bearings and wear. The
shaft has to be manufactured so that its diameter lies within two limits. These are the
tolerances on the shaft. The bearings also have to be manufactured within two limits.
Designers choose these tolerances so that the smallest permissible gap (smallest
bearing diameter—largest shaft diameter) and the largest permissible gap (largest
bearing diameter—smallest shaft diameter) allow the bearing to properly function. A
sample of bearings is measured to see if they lie within the tolerances. If the sample
fails, the whole batch might be rejected. Generally independent inspectors, not the
workers who make the bearings, conduct the quality control inspections.
How does quality control apply to projects? Right at the start of the project life cycle in
the proposal stage, the project manager, in consultation with the client and other
stakeholders, particularly the designers, ensures that the required project outcomes,
allowable tolerances, the required resources and the SQC procedures are identi ed.
These are de ned in the speci cations for the project at the project development stage.
These techniques are not the only techniques available to help identify problems and
generate solutions. Other techniques that you may use in your workplace or have heard
of include: check sheets, benchmarking, histograms, process capability charts.
Quality Planning Flowchart
At this point a project manager could develop a quality management ow chart.
A ow chart outlines the pathway that will be travelled by the project management team
through the project life-cycle. A quality management owchart would look similar to this:
Implementing Quality Assurance
In the implementation stage when the project is underway we move to a point where we
have to measure the progress of a project and ensure that the quality requirements are
being met. It is the project manager's responsibility to coordinate this process.
We have to measure the parameters in two processes:
the process which is producing the project outcome or end product
the management process that should ensure that the production or

implementation process is e ectively carried out.
We have to develop e ective methods of measurement that give us valid information for
making decisions. In a project, which is moving rapidly, prompt feedback of information
is essential.
Project managers need to classify issues that arise. They can x minor issues themselves
and are expected to do so. They can deal directly with the client over minor issues, but
more serious issues need to be referred to senior management and higher authorities.
Additional resources may be needed, changes to legislation could mean project
outcomes have to be revised and budgets renegotiated. Serious contractual issues with
the client are not something you can deal with and should be referred to your senior
management.
Control Measures to Apply Immediate Corrections
In Module 1 we looked at the PDSA process as a process for identifying items for
improvement. Let's now look at feedback control and apply it to the control of quality on
a project. Feedback control is similar to the PDSA cycle in that it involves a cycle of
actions. It is a more general process and can readily include continuous improvement.
A process can have two types of input, controllable and uncontrollable. We try as far as
possible to move to a situation where we can exercise control over inputs. We cannot
stop it raining, but we can put a roof over our heads to control the rain. If the roof leaks,
we can repair the leak.
Basic Statistics
Measuring the progress of a project and ensuring that the de ned quality requirements
are being met usually involves the collection and analysis of statistical data. This process
known as statistical process control (SPC) gives us methods to deal with variability and
procedures for
summarising and ordering large amounts of numerical data
drawing conclusions from this data to guide future action.
In the feedback process we measure an output, compare it with a required value and if
necessary, apply a correction to the process to modify the output. It is important to
achieve a stable situation. For example, taking too long to measure the output and apply
a correction can cause the system to go out of control. We can apply the following model
to include a learning loop that progressively updates the reference standard using both
internal and external sources of information.
The reference standard de nes what is to be achieved. It may be a simple number like
the output of a power supply. It must be something that the measurement can be
compared with. It will generally have tolerances within which no action is to be taken. If
the output goes above or below the tolerances, correction must be taken to bring the
process back into control.
Development of a Control Chart
The control chart is a basic device you can use in statistical process control. It charts how
much variation there is in a process, and whether this variation is random or follows a
pattern. Are things getting worse, staying the same or improving? A control chart can
help you identify whether a problem exists and help you implement solutions.
Control charts can tell you:
the downtime of one machine compared to another
how long a process takes (resolving a customer complaint, time taken by IT to

install software programs, making a sale)
how often delays are occurring.
Here's how it works. A process is regularly sampled, a characteristic or a number of

characteristics of the sample are measured and the results are plotted on a graph over a
period of time. This provides a picture of the variability of the process over that period
and gives a warning if the process is going out of control. A process is in control if the
variability is random and within the prescribed limits. Any wide variation needs your
attention as it might indicate that a problem is occurring and a process is out of control.
Section Summary
A quality project is one that satis es the needs of the client after external constraints
have been considered. The role of the project manager in a challenging one and is as
much about people management as the management of processes.
Throughout the project life cycle the project manager must interact with a range of
stakeholders to ensure the project meets their requirements and is completed using
processes and working methods that will achieve a quality outcome. E ective quality
management involves focusing on the total management of a process and all of the
people involved.
Project managers must take responsibility for project quality assurance and for ensuring
that the required standards of quality are attained. They can achieve this by
implementing a quality management plan that provides a framework with appropriate
management processes, quality control procedures and documentation for achieving a
quality outcome.
Topic Resources
The Di erence Between Quality Assurance and Quality Control:

http://www.dialog.com.au/open-dialog/the-di erence-between-quality-assurance-
and-quality-control/
Project Management/PMBOK/Quality Management:

https://en.wikibooks.org/wiki/Project_Management/PMBOK/Quality_Management
Further Reading and Useful Websites
View AS ISO 10006:2003 Quality management systems – Guidelines for quality

management in projects at: https://www.iso.org/obp/ui#iso:std:iso:10006:ed-
2:v1:en (Accessed 13th November 2015)
Information on how to develop owcharts is available at:

http://www.technologystudent.com/designpro/ owc1.htm (Accessed 14th
November 2015)
A Practical Guide to Quality Control published by CPA Australia is available for

download at:
https://www.cpaaustralia.com.au/~/media/corporate/all les/document/professional-
resources/practice-management/comprehensive-guide-quality-control.pdf?la=en
(Accessed 13th November 2015) This is an excellent example of a quality
management plan in action.
Sample Quality Management Plans can be found at:
https://wiki.cac.washington.edu/display/pmportal/Sample+Project+Quality+Plan
(Accessed 13th November 2015)
Quality Management Plan 8:36 minute video:

https://www.youtube.com/watch?v=cdgRMorj8H8 (Accessed 13th
November 2015)
http://www.pma.doit.wisc.edu/plan/3-2/print.html (Accessed 13th

November 2015)

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4/28/2019 Laureate International Universities

MODULE 3 - PROJECT QUALITY

Quality Management Standards

AS NZS ISO 9000:2000 Quality management systems – Fundamentals and

AS NZS ISO 9001:2000 Quality management systems – Requirements

AS NZS ISO 9004:2000 Quality management systems – Guidelines for performance

AS NZS ISO 19011:2011 Guidelines for auditing management systems

AS ISO 10006:2003 Quality management systems – Guidelines for quality

Some standards contain speci c prescriptive requirements to ensure uniformity of

Project Managers and Quality

Let’s recap your responsibilities as a project manager in managing quality.

Motivating sta and ensuring adequate resources are available is an important

Ensuring that monitoring and auditing is done properly during the

What is to be managed and controlled?

How is the particular quality to be de ned and measured?

How is sampling to be carried out? (How frequently will it be measured?)

What criteria for comparison are to be set?

How is the measure of output to be compared with the set criteria?

How are unacceptable deviations from the criteria to be corrected?

Where Responsibility Lies

A word of warning regarding quality management in projects, particularly projects where

There are compelling reasons to establish a workable project management system

Establishing and Maintaining an Effective Quality

Quality management requires three main elements:

A quality system is the means by which an organisation controls the processes or

Determining Quality Requirements

It is vital that the:

project client be involved as changes to the initial proposal may be needed as

the project requirements are documented in a project brief

Quality Management Plan

What Goes Into A Project Quality Management Plan?

In a quality management plan there are a number of sections:

methods for identifying critical issues

ensuring e ective communication is established

QUALITY MANAGEMENT APPROACH

QUALITY REQUIREMENTS / STANDARDS

recommend necessary changes. Quality control applies to the project’s product as

QUALITY CONTROL MEASUREMENTS

Other sections may include:

communication, maintenance of records

speci c QA procedures not covered in the project speci cations

Human Resource Management (HRM)

the management of the closure and the project overview

lack of a consistent approach to documenting speci cations, briefs, policies and

di cult to follow, poorly sequenced and inconsistent procedures and work

out of date information

lack of version control

Quality Management Manuals

On a small project a quality management plan may simply be a small number of

Establishing Quality Management Methods, Techniques

be relevant to the process we are examining

be collected and recorded systematically

be readable, clear and understandable

focus on a process not a person

be presented in a manner that aids decision making

be used to improve the capability of the process.

Brainstorming is useful in project planning and problem solving where we have

Brainstorming is a process where a number of people put in ideas about a speci c

Cause and E ect Diagrams

We can explain tolerances by thinking about the manufacture of bearings to carry a

Quality Planning Flowchart

At this point a project manager could develop a quality management ow chart.

Implementing Quality Assurance