5- Project Quality Management.pdf

‫الرحيم‬ ‫الرحمن‬ ‫بسم‬
“
‫علما‬ ‫زدنى‬ ‫ربى‬ ‫وقل‬
”
)
‫محمد‬ ‫سيدنا‬ ‫الخلق‬ ‫سيد‬ ‫على‬ ‫وبارك‬ ‫وسلم‬ ‫صل‬ ‫اللھم‬
(
PMP (Project Management Professional)
PMP (Project Management Professional)
Presented by
Eng.Ahmed Shaaban (Ahmed Elsaka)
Email:- Eng.elsaka09@gmail.com

Project Quality Management
Unit 8

• Includes the processes and activities of the performing organization that
determine quality policies, objectives, and responsibilities so that the
project will satisfy the needs for which it was undertaken.
• It implements the quality management system through policy and procedures with
continuous process improvement activities conducted throughout, as
appropriate.
Plan Quality
• Plan Quality
– Identifying quality requirements and/or standards for the project and
product.
• Perform Quality Assurance
– Auditing the quality requirements and the results from quality control
measurements to ensure appropriate quality standards
• Perform Quality Control
– Monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes.
3

Knowledge Areas Initiating Planning Executing Monitoring & Controlling Closing
Develop project charter
Develop project
management plan
Direct and manage
project execution
Monitor and control project
work
Close
project or
phase
perform Integrated change
control
Collect requirements Varify Scope
define scope Control Scope
Create WBS
Define activities Control schedule
sequence Activity
Estimate acitivity
resources
Estimate activity
durations
Develop schedule
Estimate
Project Management Process Groups
Project Integration Mangement
Project Scope Management
Project Time Management
Estimate
costs Control costs
Determine
budget
Plan quality
Perform quality
assurance Perform quality control
Develop human
resource plan Acquire project team
Develop project team
Manage project team
Identify stakeholders
Plan
communications Distribute information Report performance
Manage stakeholder
expectations Stakeholders
Plan risk
management Monitor and control risks
Identify risks
Perform qualitative
Project Cost Management
Project Human Resource Management
Project Communications Management
4

Quality vs. Grade
• Quality
Quality is the degree to which a set of inherent characteristics
fulfill requirements
• Grade
Grade is a category assigned to products or services having the
same functional use but different technical characteristics
same functional use but different technical characteristics
( while failing to meet quality requirements is always a problem, low
grade may not be)
• Project manager and project management team are
responsible for determining and delivering the required level
of both quality and grade
5

Modern Quality
• Customer satisfaction
– Understanding, evaluating, defining, and managing expectations so that
customer requirements are met
( conformance to requirements & fitness for use )
• Prevention over inspection
– The cost of preventing mistakes is generally much less than the cost of
correcting them
(quality is planned, designed, and built in not inspected in)
(quality is planned, designed, and built in not inspected in)
• Continuous improvement (Kaizen)
– alter (Kai) and improve (Zen)
– TQM and Six Sigma, should improve the quality of the project’s management
as well as the quality of the project’s product.
( plan-do-check-act ) cycle
• Management responsibility
( responsibility of management to provide the resources needed to succeed )
6

• Process of identifying quality requirements
and/or standards for the project and product.
• Quality planning should be performed in parallel
with other project planning processes.
Plan Quality(8.1)
with other project planning processes.
7

• Scope Baseline (Input)
– Acceptance criteria, product scope description, technical information
• Stakeholder Register (Input)
• Cost Performance Baseline (Input)
Plan Quality(8.1)
• Schedule Baseline (Input)
• Risk Register (Input)
– Threats and opportunities that may impact quality
• Enterprise Environmental Factors (Input)
– Governmental agency regulations, Rules, standards,
• Organizational Process Assets (Input)
8

Cost-Benefit Analysis (Tools & Techniques)
•
• A business case for each quality activity compares the
A business case for each quality activity compares the
cost of the quality step to the expected benefit.
cost of the quality step to the expected benefit.
•
• The primary benefits of meeting quality requirements
The primary benefits of meeting quality requirements
Plan Quality(8.1)
•
• The primary benefits of meeting quality requirements
The primary benefits of meeting quality requirements
can include
can include

Less rework,
Less rework,

Higher productivity,
Higher productivity,

Lower costs, and
Lower costs, and

increased stakeholder satisfaction.
increased stakeholder satisfaction.
9

Plan Quality(8.1)
Cost of Quality ( Tools Techniques)
• All costs incurred in preventing nonconformance to
requirements, and failing to meet requirements (rework).
• Failure costs are often categorized into
Internal (found by the project) and
External (found by the customer).
• Failure costs are also called cost of poor quality.
10

Plan Quality(8.1)
Cost of Quality ( Tools Techniques)
Cost of conformance
(Money spent during the project)
to avoid failures
Prevention costs
Cost of nonconformance
(Money spend during and after the project)
because of failures
Internal failure costs
( failure found by the project)
Prevention costs
( build a quality product)
. Training
. Document processes
. Equipment
. Time to do it right
Appraisal costs
(assess the quality)
. Testing
. Inspections
( failure found by the project)
. Rework
External failure costs
( failure found by the customer)
. Liabilities
. Lost business
11

Plan Quality(8.1)
Control Charts (Tools Techniques)
Graphic display of results over a period of time to determine if a
Graphic display of results over a period of time to determine if a
process is in control
process is in control
12

Plan Quality(8.1)
Control Charts (Tools Techniques)
Rule of
Rule of 7
7
Seven or more consecutive points on the same side of the Mean indicates
Seven or more consecutive points on the same side of the Mean indicates
a need to investigate, regardless if they fall within the control limits
a need to investigate, regardless if they fall within the control limits
13

Plan Quality(8.1)
Benchmarking (Tools Techniques)
(Tools Techniques)
Involves comparing actual or planned project practices to
those of other projects in order to:
• Generate ideas for improvement
• Generate ideas for improvement
• Provide a standard by which to measure performance
• Can be done within the organization or with other
organizations which have similar processes
14

Plan Quality(8.1)
Flowcharting (Tools Techniques)
(Tools Techniques)
• The depiction in a diagram format of the inputs, process actions,
and outputs of one or more processes within a system
• Helps to analyze how problems occur
• Helps to analyze how problems occur
• Shows activities, decision points, and the order of processing
• Can help the project team anticipate what and where quality
problems might occur and thus help develop approaches for
dealing with them
15

Plan Quality(8.1)
Sample Process Flowchart
Sample Process Flowchart
Flowcharting (Tools Techniques)
(Tools Techniques)
16

Plan Quality(8.1)
Design of Experiments (Tools Techniques)
Statistical method for identifying which factors may influence
specific variables of a product or process under development or
in production.
For example,
Automotive designers use this technique to determine which
combination of suspension and tires will produce the most
desirable ride characteristics at a reasonable cost.
17

Plan Quality(8.1)
Quality Management Plan (Outputs)
• Describes how the project management team implements the
performing organization's quality policy
• Provides input to the overall project management plan and must
address quality control (QC), quality assurance (QA), and continuous
process improvement for the project
process improvement for the project
Quality Checklists (Outputs)
A Checklist is a structured tool, used to verify that a set of required
steps has been performed and items to inspect.
18

Plan Quality(8.1)
Quality Metrics (Outputs)
• An operational definition that describes in very specific terms what
something is and how the quality control process measures it
• For example, a metric related to the quality objective of staying
within the approved budget by ± 10%
• Could be used with
On-time performance,
Budget control,
Defect frequency,
Failure rate,
19

Plan Quality(8.1)
Process Improvement Plan (Outputs)
Details the steps of analyzing processes that facilitate the identification of waste
and non-value added activity
Areas to consider include:
Process boundaries
Which describe the purpose, start, and end of processes, their inputs
and outputs, data required, and the owner and stakeholder of the
and outputs, data required, and the owner and stakeholder of the
processes
Process configuration
Flowchart of processes to facilitate analysis with interfaces identified
Process metrics
Maintain control over status of processes
Targets for improved performance
Guides the process improvement activities
20

Plan Quality(8.1)
inputs
1 . Scope baseline
2 . Stakeholder register
3 . Cost performance
baseline
4 . Schedule baseline
Tools
techniques
1 . Cost-benefit analysis
2 . Cost of quality
3 . Control charts
outputs
1 . Quality management
plan
2 . Quality metrics
3 . Quality checklists
4 . Schedule baseline
5 . Risk register
6 . Enterprise
environmental factors
7 . Organizational
process assets
3 . Control charts
4 . Benchmarking
5 . Design of experiments
6 . Statistical sampling
7 . Flowcharting
4 . Process improvement
plan
5 . Project document
updates
21

Plan Quality(8.1)
22

Perform Quality Assurance (8.2)
• The process of auditing the quality requirements and
the results from quality control measurements to ensure
appropriate quality standards and operational
definitions are used.
• A quality assurance department, or similar organization,
often oversees quality assurance activities.
• Quality Assurance provides an umbrella for continuous
process improvement, which is an iterative means for
improving the quality of all processes.
23

• Project Management Plan (Input)
• Quality Metrics (Input)
• Work Performance information (Input)
• Work Performance information (Input)
• Quality Control Measurements (Input)
24

Quality Audits
Quality Audits (Tool)
(Tool)
•
• A Q
A Quality Audit
uality Audit is a structured,
is a structured, independent review
independent review to
to
determine whether project activities comply with the organizational
determine whether project activities comply with the organizational
and project policies, processes, and procedures.
and project policies, processes, and procedures.
•
• The objective of a quality audit is to identify inefficient and ineffective
The objective of a quality audit is to identify inefficient and ineffective
policies, processes, and procedures in use on the project
policies, processes, and procedures in use on the project
•
• Quality audits confirm the implementation of approved change
Quality audits confirm the implementation of approved change
requests, corrective actions, defect repairs, and preventive action
requests, corrective actions, defect repairs, and preventive action
25

Process Analysis
Process Analysis (Tool)
(Tool)
•
• Follows the steps outlined in the process improvement plan to
Follows the steps outlined in the process improvement plan to
identify needed improvements from an organizational and technical
identify needed improvements from an organizational and technical
standpoint
standpoint
•
• Examines problems experienced, constraints experienced, and non
Examines problems experienced, constraints experienced, and non-
-
value added activities identified during process operation
value added activities identified during process operation
•
• Includes
Includes root cause analysis
root cause analysis, a specific technique used to
, a specific technique used to

Analyze a problem/situation
Analyze a problem/situation

Determine the underlying causes that lead to it
Determine the underlying causes that lead to it

Create preventive actions for similar problems
Create preventive actions for similar problems
26

• Organizational Process Assets updates (Output)
• Change Requests (Output)
• Project Management Plan updates (Output)
Quality management plan,
Quality management plan,
Cost management plan.
• Project Document updates (Output)
Quality audits reports,
Training plans,
27

inputs
inputs
1
1 . Project management plan
. Project management plan
2
2 . Quality metrics
. Quality metrics
3
3 . Work performance
. Work performance
information
information
Tools techniques
Tools techniques
1
1 . Plan quality and perform quality
. Plan quality and perform quality
control tools techniques
control tools techniques
2
2 . Quality audits
. Quality audits
3
3 . Process analysis
. Process analysis
4
4 . Quality control
. Quality control
measurements
measurements
3
3 . Process analysis
. Process analysis
outputs
outputs
1
1 . Organizational process assets updates
. Organizational process assets updates
2
2 . Change requests
. Change requests
3
3 . Project management plan updates
. Project management plan updates
4
4 . Project document updates
. Project document updates
28

29

Perform Quality Control (8.3)
• The process of monitoring and controlling results of
executing the quality activities to assess performance
and recommend necessary changes
• Quality control is performed throughout the project
• Quality control is performed throughout the project
30

• Project Management Plan (Input)
• Quality Metrics (Input)
• Quality Checklists (Input)
• Work Performance Measurements (Input)
• Approved Change Requests (Input)
• Deliverables (Input)
• Organizational Process Assets (Input)
31

Cause
Cause-
-and
and-
-Effect Diagram
Effect Diagram (Tools Techniques)
(Tools Techniques)
The Fishbone or Ishikawa diagram can also contain probabilities
The Fishbone or Ishikawa diagram can also contain probabilities
Time Material Machine Method
Major
defect
effect
Time Material Machine
Personnel
Energy
Method
Measurement Environment
Potential causes 32

Pareto Chart
Pareto Chart (Tools Techniques)
(Tools Techniques)
• Histogram that shows how many results
were generated by type or category
• Plots the number of defects (or other
results) by the order of their frequency 50
60
70
80
results) by the order of their frequency
• Used to identify the important defects
that need to be followed up
Pareto's Law
Pareto's Law
(20%) of defect types represent (80%) of defects
(20%) of defect types represent (80%) of defects
0
10
20
30
40
50
Root cause of overrun
33

Run Chart
Run Chart (Tools Techniques)
(Tools Techniques)
Similar to a control chart without displayed limits, a run chart
shows the history and pattern of variation.
Used in Trend analysis to monitor.
Used in Trend analysis to monitor.
•
• Technical performance.
Technical performance.
How many errors or defects have been identified, and how
How many errors or defects have been identified, and how
many remain uncorrected?
many remain uncorrected?
•
• Cost and schedule performance.
Cost and schedule performance.
How many activities per period were completed with
How many activities per period were completed with
significant variances?
significant variances?
34

• Quality Control Measurements (Output)
• Validated Changes (Output)
• Validated Deliverables (Output)
• Organizational Process Assets updates (Output)
• Change Requests (Output)
• Project Management Plan updates (Output)
35

Inputs
Inputs
1
1 . Project management plan
. Project management plan
2
2 . Quality metrics
. Quality metrics
3
3 . Quality checklists
. Quality checklists
4
4 . Work performance
. Work performance
measurements
measurements
5
5 . Approved change requests
. Approved change requests
6
6 . Deliverables
. Deliverables
7
7 . Organizational process assets
. Organizational process assets
Tools techniques
Tools techniques
1
1 . Cause effect diagrams
. Cause effect diagrams
2
2 . Control charts
. Control charts
3
3 . Flowcharting
. Flowcharting
4
4 . Histogram
. Histogram
5
5 . Pareto charts
. Pareto charts
6
6 . Run charts
. Run charts
7
7 . Scatter diagram
. Scatter diagram
8
. Statistical sampling
7
7 . Organizational process assets
. Organizational process assets 8
. Statistical sampling
9
9 . Inspection
. Inspection
10
10 . Approved change requests review
. Approved change requests review
outputs
outputs
1
1 . Quality control measurements
. Quality control measurements
2
2 . Validated changes
. Validated changes
3
3 . Validated deliverables
. Validated deliverables
4
4 . Organizational process assets updates
. Organizational process assets updates
5
5 . Change requests
. Change requests
6
6 . Project management plan updates
. Project management plan updates
7
7 . Project document updates
. Project document updates
36

37

Questions
Questions
.
38

1 ) A project manager is using a cause and effect diagram with the
team to determine how various factors might be linked to potential
problems. In what part of the quality management process is the
project manager involved?
A ) Quality analysis.
B ) Perform quality assurance.
C ) Perform quality control.
D ) Plan quality.
39

1 ) A project manager is using a cause and effect diagram with the
team to determine how various factors might be linked to potential
problems. In what part of the quality management process is the
project manager involved?
A ) Quality analysis.
B ) Perform quality assurance.
C ) Perform quality control.
D ) Plan quality.
40

2 ) Pareto charts helps the project manager:
A ) Focus on the most critical issues to improve
quality.
B ) Focus on stimulating thinking.
C ) Explore a desired future outcome.
D ) Determine if a process is out of control.
41

2 ) Pareto charts helps the project manager:
A ) Focus on the most critical issues to improve
quality.
C ) Explore a desired future outcome.
D ) Determine if a process is out of control.
42

3 ) which of the following is TRUE of inspections?
A ) They may not be conducted by the project team.
B ) They test future desires of prospective customers.
C ) They can only be conducted on the final product.
D ) They prevent defective deliverables from reaching the
customer.
43

3 ) which of the following is TRUE of inspections?
A ) They may not be conducted by the project team.
B ) They test future desires of prospective customers.
C ) They can only be conducted on the final product.
D ) They prevent defective deliverables from reaching the
customer.
44

4 ) A control chart shows that the last eight pipes produced were all
less than average weight. You need to inform management that
there is a problem because the situation violates the :
A ) Rule of seven.
B ) Rule of eight .
C ) 50/50 rule.
D ) 3 sigma rule.
45

4 ) A control chart shows that the last eight pipes produced were all
less than average weight. You need to inform management that
there is a problem because the situation violates the :
A ) Rule of seven.
B ) Rule of eight .
C ) 50/50 rule.
D ) 3 sigma rule.
46

5 ) which of the following helps a project manager determine
possible causes of potential problems and actual problems?
A ) The 50/50 rule.
B ) A fishbone diagram.
C ) A control chart.
D ) A Pareto chart .
47

5 ) which of the following helps a project manager determine
possible causes of potential problems and actual problems?
A ) The 50/50 rule.
C ) A control chart.
D ) A Pareto chart .
48

6 ) all the following are not examples of quality
assurance EXEPT?
A ) Inspection.
B ) Process analysis.
C ) Pareto chart.
D ) Fishbone diagram.
49

6 ) all the following are not examples of quality
assurance EXEPT?
A ) Inspection.
B ) Process analysis.
C ) Pareto chart.
D ) Fishbone diagram.
50

7 ) Five of the seven phases on the project contain work
that is substantially similar. What MUST the project
manager do?
A ) See what can be done to make sure the work is carefully reworded
to remove similarity.
B ) Make sure the same resource completes all the similar work
packages.
C ) Plan in continuous improvement activities.
D ) Make sure the first and last of these work packages is scheduled
close in time to each other.
51

7 ) Five of the seven phases on the project contain work
that is substantially similar. What MUST the project
manager do?
A ) See what can be done to make sure the work is carefully reworded
to remove similarity.
B ) Make sure the same resource completes all the similar work
packages.
C ) Plan in continuous improvement activities.
D ) Make sure the first and last of these work packages is scheduled
close in time to each other.
52

8 ) when a product or service completely meets a
customer’s requirements :
A ) Quality is achieved.
B ) The cost of quality is high.
C ) The cost of quality is low.
D ) The customer pays the minimum price.
53

8 ) when a product or service completely meets
a customer’s requirements :
A ) Quality is achieved.
C ) The cost of quality is low.
D ) The customer pays the minimum price.
54

9 ) Quality is :
A ) Meeting and exceeding the customer’s expectations.
B ) Adding extras to make the customer happy.
C ) The degree to which the project meets requirements.
D ) Conformance to management’s requirements.
55

9 ) Quality is :
A ) Meeting and exceeding the customer’s expectations.
B ) Adding extras to make the customer happy.
C ) The degree to which the project meets requirements.
D ) Conformance to management’s requirements.
56

10 ) Evaluating overall project performance
regularly is part of :
A ) Quality management.
B ) Quality assurance.
C ) Quality planning.
D ) Quality control.
57

10 ) Evaluating overall project performance
regularly is part of :
A ) Quality management.
C ) Quality planning.
D ) Quality control.
58

Thank you
Thank you
.
59

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