Chap 8.0 Quality Management Overview

PMP
Trainer: Anand BobadePMBOK 6th Edition, 2019, All rights reserved.
Chapter 8 –
Project Quality Management
Plan Quality
management
Manage Quality Control Quality
SIXTH EDITION

PMBOK 6 - All rights reserved 2019, By: Anand Bobade (nmbobade@gmail.com)
Chap 8: Project Quality Management
What is Quality
What is Quality management definition
Quality Vs Grade
Precision vs. Accuracy
Quality theories
Trends & emerging practices
Tailoring considerations
Quality management processes
Review

Introduction -> What is Quality?
Quality
Quality is Conformance to requirements (by- Philip
B. Crosby)
Quality is the degree to which a set of inherent
(existing) characteristics fulfils requirements.
High quality Product:
• Meets or exceeds customers’ requirements
Low quality product:
• Not meeting stated requirements

Product can be certified as Quality product if:
• to the Product requirements.Conformance
• adhere to the Requirements.Results
• to the Requirements.No deviation
• Do it right the first time (DIRFT).No rework
• no defects in the delivered product or service.Zero Defects
Introduction -> What is Quality?

Quality management (ISO 9000:2005):
• Coordinated activities to direct and control an
organization with regard to Quality.
Introduction -> What is Quality Management?

Entire
organization
Introduction –> Who is responsible for Quality?

Customer
End users
Manage
ment
Project
Manager
Project
Team
Introduction –> Who is effected by Quality?

If you opted for Saloon CAR, you probably choose it over the regular
looking CAR because it looks superior.
However, this Saloon CAR will looks low grade compared to Sports CAR.
Introduction –> Quality vs. Grade

Introduction–> Quality vs. Grade
Quality of a product is a measure
of how closely it matches its
intended purpose.
Grade is a measure of the value
people put on a product.
Different technical
characteristics.
High grade product might be low quality product.
Regardless of the grade, the quality should be high. In any case,
quality cannot be compromised.

Accuracy Precision Precise and accurate
Introduction –> Precision vs. Accuracy

Accuracy:
• Refers to how far you are from the true value.
(True value is yellow circle). This is accurate but
not Precise.
Precision:
• Refers to how close do you get to the same value
if you repeated the exercise several times. This is
precise but not accurate.
Precise and accurate:
• Quality of product will be considered high if results
are Precise and accurate.

Screw manufacturing Quality testing
Expected screw
length
Between
5 cm to 7 cm.
Cycle 1
between
5.5 to 6.5 cm
Accurate
Cycle 2
between
7.1 to 7.3 cm
Precise.
Cycle 3
between
6.7 to 6.9 cm
Accurate &
Precise

Six Sigma
(Introduced by Bill
Smith at Motorola)
Just In Time (Toyota)
Total Quality
Management -
Edwards Deming:
ISO – International
Standard
Organization
80/20 principle -
Joseph Juran
Zero Defects: Philip
Crosby:
Introduction – Quality Theories

Six Sigma
Introduced by Bill Smith at Motorola.
Six sigma helps in Process control.
It refines process to get rid of human error & outside influences.
Uses precise measurements & continuous refinements.
Quality Theories -> Six Sigma
Define the problem &
the objective
Analyse the processes. Define
factors of influence
Assure that improvements
will sustain
What do we need to improve? Can
we measure this?
Identify & implement
improvements

Six Sigma
Quality levels/sigma values:
Sigma value
1
2
3
4
5
6
Compliance
percentage
31%
69%
93.3%
99.38%
99.977%
99.99966%
Defects
percentage
69%
31%
6.7%
0.62%
0.023%
0.00034%
DPMO
691,462
308,538
66,807
6,210
233
3.4
• Defects Per Million OpportunitiesDPMO :
Quality Theories -> Six Sigma
Sigma values
will be used in
calculation
6 sigma
3 sigma

TQM
Total Quality Management - W. Edwards Deming:
Comprehensive & structured approach to organizational management that
seeks to improve quality of products & services.
• objective is to consistently improve Customer satisfaction.
Customer
focused
• on-going refinements in response to continuous feedback.Continuous
• is involved.Everyone
• Of total Quality Management,14 steps
• Plan-Do-Check-Act cycle.PDCA:
Quality Theories -> Total Quality Management

ISO
ISO standards:
There are various ISO standards & certifications.
ISO 9000 - Quality
management
ISO 27001 -
Information security
ISO 10006 – Quality in
Project Management
ISO 9126 – Software
quality standards
ISO 31000 - Risk
management
The project quality management as described in PMI PMBOK®, is
intended to be compatible with ISO 9000 quality management.
Introduction – ISO Standards

ISO
ISO Quality management:
Provide guidance & tools, to ensure products & services consistently meet
customer’s requirements, and that quality is consistently improved.
Customer Satisfaction
Prevention over
inspection
Continuous
improvement
Management
Responsibility
Cost of Quality (COQ)
Introduction – ISO Standards

Prevention over inspection:
• Quality should be planned, designed, and built into
into the project’s deliverables.
• It should not be inspection driven (reactive).
Customer satisfaction :
• Understanding, evaluating, defining & managing
requirements, so that customer expectations are
met.
Introduction -> Generic concepts

Continuous improvement (Kaizen):
• Involves continuously looking for small improvement
in the quality.
• The PDCA (plan-do-check-act) cycle is the basis for
quality improvement.
Marginal analysis:
• It refer to the point where the benefit to be received
from improving quality equals to the incremental
cost to achieve the quality.
Introduction -> Generic concepts

80/20 principle - Joseph Juran:
• 80% of outcomes can be attributed to 20% of causes.
• E.g.,: 80% of defects found in 20% modules of the
system. Fixing 20% modules, will fix 80% of defects.
Zero Defects - Philip Crosby:
• Management-led program to eliminate defects in
industrial production.
• Cost of poor quality, prevention over inspection and
zero defects.
Introduction – Quality principals

1950 1960 1970 1980 1990 2000 2007
Quality
Control
Quality
Assurance
ISO 9000
TQM- total
Quality
Management
Six Sigma
Introduction – Evolution of Quality Management

Process
improvement
models
Process improvement models:
Help organizations to improve there overall process leading to improve organizations
maturity.
Resulting into better performance, results, & sustainable competitive advantage.
Organizational Project
Management Maturity
Model (OPM3®)
Capability Maturity Model
Integrated (CMMI®)
Malcolm Baldrige
Introduction -> Process improvement models

CMMI
Capability Maturity Model Integration:
Improve overall software quality (design, development and deployment)
Introduction – CMMI
Level 1
Initial
Level 2
Managed
Level 3
Defined
Level 4
Quantitative
ly managed
Level 5
Optimizing
Process unpredictable, poorly
controlled & reactive.
Process characterized for projects and
is managed
Process characterized for
organization and is proactive
Process is quantitatively
measured and controlled
Focus on continuous process
improvement

Cost of quality of a product lifecycle are concern of Program/ Portfolio/
Operations /PMO not project
5 levels of
quality
management
Customer
finds defects
Detect
defects
before
customer
QA for
process
analysis &
correction Quality
planning for
project &
product
Quality
culture for
processes &
products
Introduction -> PMBOK Key Concepts

Frequent quality reviews via retrospectives
Look for root causes of issues then suggest trials of
new approaches to improve quality
Subsequent retrospectives evaluate any trial
processes
Small batches of work help to uncover quality issues
early in the lifecycle lowering overall cost of changes.
Considerations for agile/adaptive environments

It includes the processes and activities that determine
quality policies, procedures & objectives, so that the
project will meet defined quality needs.
Project Quality
Management
Determine
quality policies,
procedures &
objectives
Meet defined
quality needs of
the Project
PMI - Project Quality Management Definition

Plan Quality Management
• Identifying quality requirements and document how
the project will meet them.
Manage Quality
• Auditing the quality requirements and the results to
ensure that appropriate quality standards are used.
Control Quality
• Monitoring and recording results of executing the
quality activities to assess quality.
Project Quality Management Knowledge Area

Project Quality Management -> Review
What is Quality
What is Quality management definition
Quality Vs Grade
Precision vs. Accuracy
Quality theories
Trends & emerging practices
Tailoring considerations
Quality management processes

Quality begins with the intent, which is fixed by
Management.
Dr. W. Edwards Deming

Chap 8.0 Quality Management Overview

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Chap 8.0 Quality Management Overview