The document discusses quality management processes for a project. It describes identifying quality requirements and standards, documenting how the project will comply with requirements, and providing guidance on quality management and validation. Quality roles and responsibilities are defined, as are metrics for measuring quality and checklists for verifying quality requirements. Process improvement approaches are also covered.

1. MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU

2. 1890 John Mackintosh & his wife
c r e a t e d a n e w k i n d o f s w e e t f r o m
i n e x p e n s i v e l o c a l i n g r e d i e n t s s u c h a s
m i l k , s u g a r b e e t a n d e g g s

3. • identifying quality REQUIREMENTS &/ STANDARDS
• how the project will demonstrate COMPLIANCE with quality requirements.
8.1 Plan Quality Management
• AUDITING the quality requirements and the results from QC measurements
to ENSURE that appropriate quality standards and operational definitions are
used.
8.2 Perform Quality Assurance
• MONITORING and recording results of executing the quality activities to
ASSESS performance and recommend necessary changes.
8.3 Control Quality

4. Knowledge Area Initiating Planning Executing M& C Closing
4. Project Integration Management
4Develop
Project Charter
4.2 Develop Project
Management Plan
4.3 Direct & Manage Project
Work
4.4 Monitor & Control Project Work
4.5 Perform Integrated Change Control
4.6 Close Project
or Phase
5. Project Scope Management
5Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Time Management
6Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule
6.7 Control Schedule
7. Project Cost Management
7Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality Management 8Plan Quality Management
8.2 Perform Quality
Assurance
8.3 Control Quality
9. Project Human Resource
Management
9.1 Plan Human Resource
Management
9.2 Acquire Project Team
9.3 Develop Project Team
9.4 Manage Project Team
10. Project Communications
Management
10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications
11. Project Risk Management
11Plan 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 Control Risks
12. Project Procurement
Management
12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
12.4 Close
Procurements
13. Project Stakeholder
Management
13Identify
Stakeholders
13.2 Plan Stakeholder
Management
13.3 Manage Stakeholder
Engagement
13.4 Control Stakeholder
Engagement
OSO OCT 2013

5. Quality
• as a delivered
performance or
result is “the
DEGREE to which
a set of inherent
characteristics
fulfill
REQUIREMENTS
” (ISO 9000)
• quality level that
fails to meet
quality
requirements is
always a problem
Grade
• as a design intent
is a CATEGORY
assigned to
deliverables
having the same
FUNCTIONAL use
but different
technical
characteristics.
• low grade of
quality may not be
a problem.

6. Accuracy
measure of
exactness
Precision
assessment
of
correctness

7. Customer satisfaction.
•Understanding, evaluating,
defining, and managing
requirements to meet customer
expectations.
Prevention over
inspection
•Quality should be planned,
designed, and built into—not
inspected into
Continuous improvement
•The PDCA (plan-do-check-act)
Shewhart /Deming.
•Total Quality Management
(TQM), Six Sigma, and Lean Six
Sigma
Management
Responsibility
•to provide suitable resources at
adequate capacities
Cost of quality (COQ)
•total cost of the conformance
work and the nonconformance
work that should be done as a
compensatory effort

8. identifying quality requirements and/or
standards for the project and its
deliverables
documenting how the project will
demonstrate compliance with relevant
quality requirements.
provides GUIDANCE and direction on
how quality will be managed and
validated throughout the project

9. Inputs
Project management
plan
Stakeholder register
Risk register
Requirements
documentation
Enterprise
environmental factors
Organizational
process assets
Cost-benefit analysis
T&T
Cost of quality
Seven basic quality
tools
Benchmarking
Design of experiments
Statistical sampling
Additional quality
planning tools
Meetings
Outputs
Quality management
plan
Process improvement
plan
Quality metrics
Quality checklists
Project documents
updates

11. 8.1.1.1 Project Management Plan
Scope
baseline
Schedule
baseline
Cost baseline
Other
management
plans

12. • identifying those stakeholders possessing a particular interest in, or
having an impact on, quality.
8.1.1.2 Stakeholder Register
• information on threats and opportunities that may impact quality
requirements.
8.1.1.3 Risk Register
• captures the requirements that the project shall meet pertaining to
stakeholder expectations. The components of the requirements
documentation
8.1.1.4 Requirements Documentation

13. 8.1.1.5 Enterprise
Environmental Factors
Governmental agency
regulations;
Rules, standards, and guidelines
(application area)
Working or operating conditions
of project / deliverables
Cultural perceptions about
quality.
8.1.1.6 Organizational
Process Assets
Organizational quality policies,
procedures, and guidelines.
management approach;
Historical databases; and
Lessons learned

14. The primary benefits :
less REWORK
higher PRODUCTIVITY
lower COSTS
increased S/H SATISFACTION
increased PROFITABILITY.

15. • all costs incurred over the life of the
product by investment in
• nonconformance to requirements,
PREVENTING
• the product or service for conformance to requirements,
APPRAISING
• to meet requirements (rework).
FAILING

16. CostofConformance
Prevention Costs
• Training
• Document process
• Equipment
• Time to do it right
Appraisal Costs
• Testing
• DTL
• Inspection
CostofNonconformance
Internal Failure3
• Rework
• Scrap
External Failure4
• Liabilities
• Warranty
• Lost of Bus.
Money spent DURING project
to AVOID failures
Money spent DURING/AFTER
BECAUSE OF failures

18. Staff
• Non-motivation
• Working condition
• Rewards &
recognition
• Skills
• Attitude
Materials
• Supply
• Manufacturing
Machine
• Efficiency

20. organize facts in a manner
that will facilitate the
effective collection of
useful data about a
potential quality problem.
gathering attributes data
while performing
inspections to identify
defects.
EX. data about the frequencies or
consequences of defects collected in
check-sheets are often displayed using
Pareto diagrams.

21. #
Problem Sun Mon Tues. Wed
Thur
s.
Su
m
1 Phones aren’t answered quickly enough. 3 3 4 3 2 15
2 Staff seem distracted and under pressure. 2 1 1 1 1 6
3 Engineers don’t appear to be well 1 0 1 1 1 4
4
Engineers don’t know what time they’ll arrive.This
means that customers may have to be in all day for an
engineer to visit.
1 0 0 0 1 2
5
Service center staff don’t always seem to know what
they’re doing.
6 6 6 6 6 30
6
When engineers visit,the customer finds that the
problem could have been solved over the phone.
4 4 4 4 5 21

22. #
Problem Cause Score
1
Phones aren’t answered quickly enough. Too few service center staff.
15
2
Staff seem distracted and under pressure. Too few service center staff.
6
3
Engineers don’t appear to be well Poor organization and preparation.
4
4
Engineers don’t know what time they’ll arrive.This means that
customers may have to be in all day for an engineer to visit.
Poor organization and preparation. 2
5
Service center staff don’t always seem to know what they’re
doing.
Lack of training. 30
6
When engineers visit,the customer finds that the problem could
have been solved over the phone.
Lack of training. 21

23. • identify the VITAL few sources that are
responsible for causing MOST of a
problem’s effects.
• The categories shown on the horizontal axis
exist as a valid probability.
• The relative frequencies of each specified
cause decrease in magnitude until the
default source named “other”.
• Typically organized into categories that
measure either frequencies or consequences

24. • (items 5 and 6) – 51 complaints.A: Lack of training
• (items 1 and 2) – 21 complaints.B: Too few service center staff
• (items 3 and 4) – 6 complaintsC: Poor organization and preparation
• Items (xx) - 2 complaintsD: Others
51
72
78 80
64%
90%
98% 100%
0%
20%
40%
60%
80%
100%
120%
0
10
20
30
40
50
60
70
80
90
A B C D
frequency
cause

25. • describe the central tendency, dispersion,
and shape of a statistical distribution.
A D C B
51
2
6
21
frequency
cause
Unlike the control chart, the histogram does not consider the
influence of time on the variation that exists within a distribution.

26. • used to determine whether or not a process is stable or has
predictable performance.
• Upper and lower specification limits are based on requirements of
the agreement.
• They reflect the maximum and minimum values allowed.
• There may be penalties associated with exceeding the specification
limits.
• Upper and lower control limits are different from specification limits.
• The control limits are determined using standard statistical
calculations and principles to ultimately establish the natural
capability for a stable process.
• The project manager and appropriate stakeholders may use the
statistically calculated control limits to identify the points at which
corrective action will be taken to prevent unnatural performance.
• The corrective action typically seeks to maintain the natural stability
of a stable and capable process.

27. A process is
considered out
of control when:
(1) a data point exceeds a control limit;
(2) seven consecutive plot points are above or below the mean
1
2monitor various types of output variables.
track repetitive activities required for producing manufactured lots,
to monitor cost and schedule variances, volume, and frequency of scope changes, or other

28. • plot ordered pairs (X, Y) seek to explain a change
in the dependent variable, Y, in relationship to a
change observed in the corresponding
independent variable, X.
• The direction of correlation may be :
– proportional (positive correlation),
– Inverse (negative correlation), or
– a pattern of correlation may not exist (zero
correlation).
• If correlation can be established, a regression line
can be calculated and used to estimate how a
change to the independent variable will influence
the value of the dependent variable

29. 0
2
4
6
8
10
12
0 5 10 15 20 25
PMSkills
Years of Experiences
PM SKILLS Linear (PM SKILLS)

30. • comparing actual or planned project
practices to those of comparable projects to
identify best practices, generate ideas for
improvement, and provide a basis for
measuring performance.
Benchmarked projects may exist
within the performing organization
or outside of it, or can be within the
same application area.
Benchmarking allows for analogies
from projects in a different
application area to be made

31. • statistical method for identifying which factors may influence
specific variables of a product or process under
development or in production.
DOE may be used during the
Plan Quality Management
process to determine the
number and type of tests and
their impact on cost of quality.

32. • plays a role in OPTIMIZING products or
processes.
• used to reduce the SENSITIVITY of product
performance to sources of variations caused by
environmental or manufacturing differences.
• provides a statistical framework for systematically
changing ALL of the important factors.
• provide the OPTIMAL conditions for the product or
process, highlight the factors that influence the
results, and reveal the presence of interactions
and synergy among the factors

33. • choosing part of a population of interest for
inspection
• Sample frequency and sizes should be
determined during the Plan Quality Management
process so the cost of quality will include the
number of tests, expected scrap, etc.
There is a substantial body of
knowledge on statistical
sampling.

34. • used to generate ideas
Brainstorming.
• diagrams of the forces for and against change.
Force field analysis.
• used to allow ideas to be brainstormed in small groups and then reviewed by
a larger group.
Nominal group technique.
• used to link and sequence the activities identified
Quality management and control tools

35. project manager; project sponsor;
selected team
members;
Selected
stakeholders;
anyone with
responsibility for
Quality
Management
others as needed

36. • how the organization’s quality policies will be
implemented. It
• how the project management team plans to meet
the quality requirements set for the project.
• Should be reviewed early in the project to ensure
that decisions are based on accurate information.
Review :
• a sharper focus on the project’s
value proposition
• reductions in costs and in the
frequency of schedule overruns that
were caused by rework.

37. Quality Roles and Responsibilities
Roles Responsibilities
Quality Assurance Approach:
Quality Control Approach:
Quality Improvement Approach:
Project Title: Date Prepared:

38. Details the steps for analyzing project management and product
development processes to identify activities that enhance their
value.
Process
boundaries.
•Describe the
PURPOSE of the
process,
•the start and end ,
•inputs & outputs,
•owner,
•stakeholders
Process
configuration.
•Provides a
GRAPHIC depiction
of processes, with
interfaces
identified,
•used to facilitate
analysis.
Process metrics.
•Along with control
limits,
•allows analysis of
process
EFFICIENCY.
Targets for
improved
performance.
•GUIDE the process
improvement
activities.
Areas to consider include:

39. • Specifically describes a project or product attribute
and how the control quality process will measure
it.
• A measurement is an actual value.
• The tolerance defines the allowable variations to
the metric.
• Quality objective :
• stay within the approved budget by ±
10%,
• Quality metric:
• measure the cost of every deliverable
and determine the percent variance
from the approved budget
on-time performance
defect frequency
test coverage
cost control
failure rate
availability
reliability
Quality metrics are used in

40. ID Item Metric Measurement
Method

41. • component-specific structured tool, used
to verify that a set of required steps has
been performed.
• Quality checklists should incorporate the
acceptance criteria included in the scope
baseline simple or
complex.
standardized.
From professional
associations
From commercial
service providers.
Checklists

44. it facilitates the improvement of
quality processes

45. Inputs
Quality management
plan
Process improvement
plan
Quality metrics
Quality control
measurements
Project documents
T&T
Quality management &
control tools
Quality audits
Process analysis
Outputs
Change requests
Project management
plan updates
Project documents
updates
Organizational process
assets updates

47. 8.2.1.1 Quality
Management Plan
• Describes the quality assurance and continuous process
improvement approaches for the project.
8.2.1.2 Process
Improvement Plan
• QA activities should be supportive of and consistent with
the performing organization’s process improvement plans.
8.2.1.3 Quality
Metrics
• provide the attributes that should be measured and the
allowable variations.
8.2.1.4 Quality
Control
Measurements
• QCM are the results of control quality activities.
• analyze and evaluate the quality of the processes against
the standards of the organization or the requirements
specified.
• validate actual measurements to determine their level of
correctness.
8.2.1.5 Project
Documents
• influence QA work and should be monitored within the
context of a system for configuration management.

48. • similar to mind-mapping techniques in that they are
used to generate ideas that can be linked to form
organized patterns of thought about a problem.
creation of the WBS may be enhanced by using the affinity diagram to give
structure to the decomposition of scope.

49. • Used to understand a goal in relation to the steps for
getting to the goal.
• The PDPC is useful as a method for contingency
planning because it aids teams in anticipating
intermediate steps that could derail achievement of the
goal.

50. • An adaptation of relationship diagrams provide a
process for creative problem solving in moderately
complex scenarios that possess intertwined logical
relationships for up to 50 relevant items.
developed from data
generated in other tools
such as the affinity
diagram, the tree diagram,
or the fishbone diagram

51. • used to represent decomposition
hierarchies such as the WBS, RBS,
and OBS
• useful in visualizing the parent-to-
child relationships in any
decomposition hierarchy that uses a
systematic set of rules that define a
nesting relationship.
useful for establishing an expected value for a
limited number of dependent relationships that have
been diagramed systematically

52. • Identify the key issues and the suitable
alternatives to be prioritized as a set of
decisions for implementation.
Criteria are prioritized and weighted before being applied to all available
alternatives to obtain a mathematical score that ranks the options

53. • include both Activity On Arrow & Activity
On Node formats of a network diagram.
• ANDs are used with project scheduling
methodologies (PERT, CPM, PDM).

54. • used to perform data analysis within the
organizational structure created in the
matrix.
seeks to show the
strength of
relationships between
factors, causes, and
objectives that exist
between the rows and
columns.

55. • a structured, independent process to determine
if project activities comply with organizational
and project policies, processes, and procedures.
• The objectives of a quality audit may include: increase in
sponsor or
customer
acceptance.
reduced
cost of
quality
scheduled random,
conducted
by internal
external
auditors.Quality audits can confirm the implementation of approved
change requests including updates, corrective actions,
defect repairs, and preventive actions.
Identify all good and best practices being implemented;
Identify all nonconformity, gaps, and shortcomings;
Share good practices introduced or implemented in similar projects in
the organization and/or industry;
Proactively offer assistance in a positive manner to improve
implementation of processes to help the team raise productivity; and
Highlight contributions of each audit in the lessons learned repository
of the organization.

56. • follows the steps outlined in the process
improvement plan to identify needed
improvements.
• examines
– problems experienced,
– constraints experienced,
– non-value-added activities
• Process analysis includes root cause analysis—a
specific technique used to identify a problem,
discover the underlying causes that lead to it, and
develop preventive actions.

57. • to allow full consideration of the recommended improvements.
• to take corrective action, preventive action, or to perform defect repair
8.2.3.1 Change Requests
• Quality management plan,
• Scope management plan
• Schedule management plan
• Cost management plan
8.2.3.2 Project Management Plan Updates
• Quality audit reports,
• Training plans, and
• Process documentation.
8.2.3.3 Project Documents Updates
• organization’s quality standards and the quality management system.
8.2.3.4 Organizational Process Assets Updates

58. Identifying
• the causes of poor process
or product quality
• recommending and/or
taking action to eliminate
them;
Validating
• that project deliverables
and work meet the
requirements specified by
key stakeholders necessary
for final acceptance.
processof
monitoring
recording results of
executing the quality
activities
toassess
Performance
recommend
necessary changes.

59. INPUTS
•Project management plan
•Quality metrics
•Quality checklists
•Work performance data
•Approved change requests
•Deliverables
•Project documents
•Organizational process assets
T&T
•Seven basic quality tools
•Statistical sampling
•Inspection
•Approved change requests
review
OUTPUTS
•Quality control measurements
•Validated changes
•Verified deliverables
•Work performance information
•Change requests
•Project management plan
updates
•Project documents updates
•Organizational process assets
updates

61. Prevention
•keeping errors out of the process
Inspection
•keeping errors out of the hands of
the customer
Attribute sampling
•the result either conforms or does
not conform
Variables sampling
•rated on a continuous scale that
measures the degree of conformity
Tolerances
•specified range of acceptable results
Control limits
•identify the boundaries of common
variation

62. •contains the quality management plan, which is used to control quality.
•describes how quality control will be performed within the project.
8.3.1.1 Project Management Plan
•describes a project or product attribute and how it will be measured.
•EX: function points, mean time between failure (MTBF), and mean time to repair (MTTR).
8.3.1.2 Quality Metrics
•help to verify that the work of the project and its deliverables fulfill a set of requirements
8.3.1.3 Quality Checklists
•Planned vs. actual technical performance,
•Planned vs. actual schedule performance
•Planned vs. actual cost performance.
8.3.1.4 Work Performance Data

63. • Approved change requests may include modifications such as defect repairs, revised work methods, and
revised schedule. The timely implementation of approved changes needs to be verified.
8.3.1.5 Approved Change Requests
• any unique and verifiable product, result, or capability that results in a validated deliverable required by the
project.
8.3.1.6 Deliverables
• Agreements,
• Quality audit reports and change logs supported with corrective action plans,
• Training plans and assessments of effectiveness
• Process documentation.
8.3.1.7 Project Documents
• The organization’s quality standards and policies,
• Standard work guidelines
• Issue and defect reporting procedures and communication policies.
8.3.1.8 Organizational Process Assets

64. •The seven basic quality tools are illustrated conceptually.
8.3.2.1 Seven Basic Quality Tools
•Samples are selected and tested as defined in the quality management plan.
8.3.2.2 Statistical Sampling
•Inspections also are used to validate defect repairs.
8.3.2.3 Inspection (reviews, peer reviews, audits, or walkthroughs).
•to verify that they were implemented as approved
8.3.2.4 Approved Change Requests Review

65. 8.3.3.1 Quality
Control
Measurements
•documented results
of control quality
activities.
•should be captured in
the format that was
specified through the
Plan Quality
Management process
8.3.3.2 Validated
Changes
•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.
8.3.3.3 Verified
Deliverables
•A goal of the QC is to
determine the
correctness of
deliverables.
•The results of
performing QC are
verified deliverables.
•Verified deliverables
are an input to
Validate Scope for
formalized
acceptance.
8.3.3.4 Work
Performance
Information
•performance data
collected from
various controlling
processes, analyzed
in context and
integrated based on
relationships across
areas.
•Ex. (causes for
rejections, rework
required, or the need
for process
adjustments)

66. 8.3.3.5 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 ICC
8.3.3.6 Project
Management Plan
Updates
•Quality management
plan
•Process improvement
plan
8.3.3.7 Project
Documents Updates
•Quality standards;
•Agreements
•Quality audit reports
and change logs
supported with
corrective action
plans
•Training plans and
assessments of
effectiveness
•Process
documentation
8.3.3.8 Organizational
Process Assets
Updates
•Completed checklists
•Lessons learned
documentation