Project Quality Management Overview

1. Project Quality
Management

2. Project Quality Management
Coincides with PMBOK 8.0
Process Group and Knowledge Area Mapping
Knowledge Areas Initiating Planning Process Group Executing Process Group
Monitoring and Controlling Process
Group
Closing Process Group
4. Project Integration
Management
4.1 Develop Project Charter
4.2 Develop Project
Management Plan
4.3 Direct and Manage Project
Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or
Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost
Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10. Project
Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
11. Project Risk
Management
11.1 Plan Risk Management
11.2 Identify Risks
11.3 Perform Qualitative Risk
Analysis
11.4 Perform Quantitative Risk
Analysis
11.5 Plan Risk Responses
11.6 Implement Risk Responses 11.7 Monitor Risks
12. Project Procurement
Management
12.1 Plan Procurement
Management
12.2 Conduct Procurements 12.3 Control Procurements
13. Project Stakeholder
Management
13.1 Identify Stakeholders
13.2 Plan Stakeholder
Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement

3. Project Quality Management
Coincides with PMBOK 8.0
The Project Quality Management Processes are:
8.1 Plan Quality Management
8.2 Manage Quality
8.3 Control Quality
Planning
Monitoring and
Controlling
Executing
Initiating
Closing

4. Project Quality Management Overview
Project Quality Management
Coincides with PMBOK 8.0
Plan Quality Management Manage Quality Control Quality
1. Project charter
2. Project management plan
3. Project documents
4. Enterprise environmental factors
5. Organizational process assets
1. Project management plan
2. Project documents
3. Organizational process assets
1. Project management plan
2. Project documents
3. Approved change requests
4. Deliverables
5. Work performance data
6. Enterprise environmental factors
7. Organizational process assets
1. Expert judgement
2. Data gathering
3. Data analysis
4. Decision making
5. Data representation
6. Test and inspection planning
7. Meetings
1. Data gathering
2. Data analysis
3. Decision making
4. Data representation
5. Audits
6. Design for X
7. Problem solving
8. Quality improvement methods
1. Data gathering
2. Data analysis
3. Inspection
4. Testing/product evaluations
5. Data representation
6. Meetings
1. Quality management plan
2. Quality metrics
3. Project management plan
updates
4. Project documents updates
1. Quality reports
2. Test and evaluation documents
3. Change requests
4. Project management plan updates
5. Project documents update
1. Quality control measurements
2. Verified deliverables
3. Work performance information
4. Change requests
5. Project management plan updates
6. Project documents updates
Inputs
Tools &
Techniques
Outputs
Planning Executing Monitoring & Controlling

5. Major Project Quality Management Interrelations
Project Quality Management
Coincides with PMBOK 8.0
Plan Quality
Management
Control
Quality
Manage
Quality
Validate
Scope
Project Scope
Management
Project Quality Management
• Quality templates from
organizational process assets
• Quality management plan
• Quality metrics
• Test and evaluate documents
• Quality reports
• Verified deliverables

6. Key Concepts
Project Quality Management
Coincides with PMBOK 8.0
Quality Management applies to all projects, but the quality approach to software
deliverables will be different than building a nuclear power plant.
Some examples of failing to meet quality requirements include:
• Meeting customer requirements by overworking the project team may increase
levels of overall project risks, employee attrition, errors, or rework.
• Meeting project schedule objectives by rushing planned quality inspections may
result in undetected errors, decreased profits, and increased post-implementation
risks.

7. Key Concepts
Project Quality Management
Coincides with PMBOK 8.0
Quality and Grade are not the same:
• Quality is the degree to which a set of inherent characteristics fulfil requirements
• Grade applies to the number of features or benefits of your product.
For example:
• It may not be a problem if a suitable low-grade product (one with a limited number
of features) is of high quality (no obvious defects).
• However a high-grade product (with many desirable features) being of low-quality
(many defects) may be quite a problem.

8. Key Concepts
Project Quality Management
Coincides with PMBOK 8.0
Prevention is preferred over inspection. It is better to design quality into deliverables,
rather than to find quality issues during inspection. The cost of preventing mistakes is
generally much less than the cost of correcting mistakes when they are found by
inspection or during usage.
In Lean or Six Sigma, this is called “Error Proofing”, or Poke yoke in Japanese.

9. Key Concepts
Project Quality Management
Coincides with PMBOK 8.0
The cost of quality (COQ) includes all costs incurred over the life of the product by
investment in preventing non-conformance to requirements, appraising the product or
service for conformance to requirements, and failing to meet requirements (rework).
Failure costs are often categorized into internal (found by the project team) and
external (found by the customer). Failure costs are also called the cost of poor quality.

10. Key Concepts
Project Quality Management
Coincides with PMBOK 8.0
Statistical Control (i.e. Six Sigma) includes the terms:
• Prevention (keeping errors out of the process) and inspection (keeping errors out of
the hands of the customer);
• Attribute sampling (the result either conforms or does not conform) and variable
sampling (the result is rated on a continuous scale that measures the degree of
conformity); and
Tolerances (specified range of acceptable results) and control limits (that identify the
boundaries of common variation in a statistically stable process or process
performance).

11. Key Concepts
Project Quality Management
Coincides with PMBOK 8.0
There are five levels of increasingly effective quality management as follows:
1. Usually, the most expensive approach is to let the customer find the defects. This
approach can lead to warranty issues, recalls, loss of reputation, and rework costs.
2. Detect and correct the defects before the deliverables are sent to the customer as
part of the quality control process. The control quality process has related costs,
which are mainly the appraisal costs and internal failure costs.
3. Use quality assurance to examine and correct the process itself and not just special
defects.
4. Incorporate quality into the planning and designing of the project and product.
5. Create a culture throughout the organization that is aware and committed to quality
in processes and products.

12. Trends and Emerging Practices
Project Quality Management
Coincides with PMBOK 8.0
1. Customer satisfaction.
2. Continual improvement.
3. Management responsibility.
4. Mutually beneficial partnership with suppliers.

13. Project Quality Management
Coincides with PMBOK 8.0
Policy compliance and auditing
• What quality policies and procedures exist in the organization? What quality
tools, techniques, and templates are used in the organization?
Standards and regulatory compliance
• Are there any specific quality standards in the industry that need to be applied? Are
there any specific governmental, legal, or regulatory constraints that need to be taken
into consideration?
Continuous improvement
• How will quality improvement be managed in the project? Is it managed at the
organizational level or at the level of each project?
Stakeholder engagement
• Is there a collaborative environment for stakeholders and suppliers?
Tailoring Considerations

14. Considerations for Agile or Adaptive Environments
Project Quality Management
Coincides with PMBOK 8.0
Retrospectives
• Recurring retrospectives regularly check on the effectiveness of the quality
processes. They look for the root cause of issues then suggest trials of new
approaches to improve quality.
Small, Regular, Frequent delivery
• Agile methods focus on small batches of work, incorporating as many elements
of project deliverables as possible. Small batch systems aim to uncover
inconsistencies and quality issues earlier in the project life cycle when the
overall costs of change are lower.