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.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
Chapter 10 of ICT Project Management based on IOE Engineering syllabus. This chapter includes topic related to quality theories, quality planning, cost of quality and more on quality management of project. Provided by Project Management Sir of KU.
Project Quality Management | Project Quality Control | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Quality Management will give you an insight into the various process and activities covered during Project development in order to maintain and manage the quality of a project:
1. Project Quality Management
2. Quality Management Overview
3. Quality Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
Quality management ensures that an organization, product or service is consistent. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Project Quality Management | Project Quality Control | EdurekaEdureka!
( PMP® Training: https://www.edureka.co/pmp )
This Edureka tutorial on Project Quality Management will give you an insight into the various process and activities covered during Project development in order to maintain and manage the quality of a project:
1. Project Quality Management
2. Quality Management Overview
3. Quality Management Processes
Follow us to never miss an update in the future.
Instagram: https://www.instagram.com/edureka_learning/
Facebook: https://www.facebook.com/edurekaIN/
Twitter: https://twitter.com/edurekain
LinkedIn: https://www.linkedin.com/company/edureka
The concepts and processes on how to perform project quality management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan quality management, manage quality, and control quality.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
Quality management ensures that an organization, product or service is consistent. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Project Quality Management includes the processes and activities of the performing organization that determines quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
A step by step guide to master the ever challenging task of networking for people in career transition.
Over the Telephone
In Networking Group settings
One on One with other people in transition
One on one with people at your Target Companies
Best Practices
8 networking styles to eliminate
Developing networking Godfathers and Godmothers
Ten definative questions for people in career transition to ask tehemselves and answer BEFORE they start the job search process
By answering these questions honestly will lead to being able to construct
Your next Job Title and what you want to do next
The types of companies, managers, people you perform best with
Your LinkedIn Profile
Cover Letters
Your Resume
Your Elevator Speech
Career Goals
Creating stories to answer interview questions
Selecting Target Companies
Defining your key skills and overall skill set
Where geographically you want to work
Salary expectations
A six step approach to creating and updating and using a personal marketing plan for individuals in career transition. This document is to be used during one on one networking to brand yourself and to gain contacts at your defined "Target companies".
A document describing Dr Deming\'s 14 points of quality and showing how each point can be implemented within an IT department and a project effort to ensure quality
An effective step by step guideline to aide in helping you create an effective and focused Elevator Speech. If you follow the formula and practice you will brand yourself and be defined to whom ever you speak to in a very short time 1 minute. To be used by people in career transition or preparing for interviews.
Construction quality process, inspection, quality control and quality assurance,cost of quality, ISO standards. Introduction to concept of Total Quality Management.
Introduction to concepts of HSE as applicable to Construction. Importanceof safety in construction , Safety measures to be taken during Excavation ,Explosives , drilling and blasting , hot bituminous works , scaffolds / platforms /ladder , form work and equipment operation. Storage of materials. Safety through legislation, safety campaign. Insurances.
Project risk management for water harvesting in Darfur إدارة مخاطر المشروعات ...Omer Alsayed PhD,MBA, PMP®
العرض المقدم لمؤتمر تحديات إدارة المخاطر: فندق كورنيثيا : الخرطوم 30-31 مارس 2013
تقديم م/ عمر السيد عمر مدير مكتب ادارة المشروعات -وحدة الأعمال الترابية
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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.
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
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
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
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
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
46.
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
60.
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