Ihor Pavlenko: PMO Quality Management (UA) Lemberg PMO School 2023 Website – https://lembs.com/pmoschool Youtube – https://www.youtube.com/startuplviv FB – https://www.facebook.com/pmdayconference

1. PMO Quality Management

2. Who am I?
Head of Operational Excellence / Head of PMO at AltexSoft
● 8+ years in IT
● ITIL fan
● Quality and Automation addicted
https://www.linkedin.com/in/ihor--pavlenko/

3. Implementing Quality Management practices in PMO

4. What is Quality?
“The difficulty in defining quality is to translate future needs of the user into
measurable characteristics.... Quality must be defined in terms of customer
satisfaction and is multidimensional with different degrees.” — W. Edwards Deming
Quality is the degree to which an object or entity (e.g., process, product, or service)
satisfies a specified set of attributes or requirements.

5. What is Quality?
You can’t figure out once “what is quality”. It is a continuous process, and you
should create a culture / process / procedure of defining it on every step and for all
stakeholders.

6. Quality Management
Quality management is the act of overseeing all activities and tasks that must be
accomplished to maintain a desired level of excellence.
Quality management ensures that an organization, product or service consistently
functions well.
It has four main components: quality planning, quality assurance, quality control
and quality improvement.

7. Quality Management Principles
● Customer focus
The primary focus of quality management is to meet customer requirements and to strive to exceed
customer expectations.
● Leadership
Leaders at all levels establish unity of purpose and direction and create conditions in which people are
engaged in achieving the organization’s quality objectives.
● Engagement of people
Competent, empowered and engaged people at all levels throughout the organization are essential
to enhance its capability to create and deliver value.

8. ● Process approach
Consistent and predictable results are achieved more effectively and efficiently when activities are
understood and managed as interrelated processes that function as a coherent system.
● Improvement
Successful organizations have an ongoing focus on improvement.
● Evidence based decision making
Decisions based on the analysis and evaluation of data and information are more likely to produce desired
results.
● Relationship management
For sustained success, an organization manages its relationships with interested parties, such as suppliers,
retailers.
Quality Management Principles

9. The price of Quality

10. Keep the balance
Standardization VS Uniqueness

11. Quality Management in terms of PMO
- Define and continuously update the understanding of the “quality” at PMO and
among your projects.
- Invest in the Culture of Quality in the Organization.
- Empower teams with instruments (and responsibility) to reach the quality.
- Optimize processes and remove silos, so the quality becomes something, that is
not so hard to achieve.
- Create controlling points and quality gates.

12. Defining quality standards and metrics for projects

13. Discovering a wonderful world of metrics

15. Wrong metrics lead to wrong decisions.
Wrong decisions lead to business failure.

16. Dangerous metrics
❌ PERSON-ORIENTED METRICS
We should measure not a specific person or role, but the overall picture.
❌ ONLY QUANTITATIVE METRICS
Only quantitative metrics can’t help you to see the overall picture.
❌ ANY KIND OF “SEPARATED” METRICS
Metrics without contest worth nothing.

17. Dangerous metrics
❌ TURNING METRICS INTO OBLIGATORY KPIs
People start working not for the overall results & collaboration, bot for their own KPIs.
❌ “STUPID” METRICS
Metrics, that, obviously, are useless, and don’t lead to any decisions.
❌ METRICS THAT DECEIVE US
Metrics and correlations, that lead to wrong decisions. For example, McKinsey research.

18. Good metrics reveal the real state of the system and provide useful
insights.
Insights lead to corrective actions.
Corrective actions improve your business.

19. Good metrics
✅ MEASURE SYSTEM FROM THE VARIOUS POV
Different aspects are taken into account when measuring the system.
✅ ARE HARD TO MANIPULATE
That lowers the risk of being fooled by numbers.
✅ PROVIDE INSIGHTS ON THE SYSTEM’S STATUS
Metrics reveal bottlenecks in processes, and push to improvement.

20. Good metrics
✅ ENFORCE STANDARDS APPLICATION
To get good results, the work should be done properly, right?
✅ ARE VALUABLE FOR VARIOUS STAKEHOLDERS
Different stakeholders are interested in different metrics and views.
✅ ARE EASY-TO-UNDERSTAND
Metrics should be as easy as possible.

21. Implementation
- Agree upon the list of metrics;
- Use a proper instrument for metrics gathering and reporting;
- Lead changes (using all change management techniques);
- Challenge the information gathered, rethink the approach;

22. Turning metrics into standards
Is DDP = 85% OK for us?
Is Kanban Flow Efficiency = 40% OK for us?
Is NPS = 8,1 (of 10) OK for us?
Is {ANY_OTHER_METRIC} = 9 of 10 OK for us?
It is essential to figure out the specifics of your project, and whether general
standards are applicable.

23. Reporting process and visibility
Metrics should enforce certain company-related best practices and should be not
super-hard to measure.
In ideal world, the whole process should be built based on a specific framework,
where these metrics are “pre-defined”.
Providing visibility is crucial for the overall quality system success.

24. Conducting quality assurance and quality control
activities

25. Quality Assurance vs Quality Control
Quality assurance can be defined as "part of quality management focused on
providing confidence that quality requirements will be fulfilled."
Quality control can be defined as "part of quality management focused on fulfilling
quality requirements."

27. Quality Control
PMO should ensure that:
● the formal procedures are followed;
● the project metrics are gathered in correct way;
● the project processes are effective enough for a good level of quality;
● the project is within its scope, budget, timeline, etc;
● the RAID log is created and continuously supported;

28. Quality Assurance
PMO should:
● ensure about the high quality of the whole customer journey inside the
company;
● assist PMs and project teams in building a system of quality;
● enforce the usage of Quality Gates approach on every level;
● act as a Quality Advocate, to motivate teams;
● be an example of leadership, and make sure that company’s values are
continuously transformed into actionable items;
● share business-oriented feedback to teams and engage them;

29. Quality Improvement