Project quality

1. Chapter One
Introduction to Project Quality Management
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2. Chapter objectives
At the end of the chapter, you will be able to:
– Define what Quality is
– Identify Quality Management for Projects
– Explain the Importance of Quality Management
– Describe Features of Quality Management
– Elucidate the Purpose of Quality Management
– Explain Total Quality management
– Discuss Processes of Project Quality Management
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3. 3
 What is your Project
Management Experience?
 What types of projects will
you be involved in?

4. • What is project?
• Project management?
4

5.  Currently managing a project is
becoming exciting new profession.
 A Project is a temporary, unique and
progressive attempt or endeavor made to
produce some kind of a tangible or intangible
result (a unique product, service, benefit,
competitive advantage, etc.).
5

6.  Project management is the art of
directing and coordinating human and
material resources throughout the life
of a project by using modern
management techniques to achieve
predetermined objectives of scope,
cost, time, quality and participant
satisfaction.
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7. Overview of Quality
What is Quality?
Discuss!
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8.  Some central themes may be common to all to define
quality could be:
1. Products: We define quality by our view of the features or
attributes of some particular product. This view can lead us with
confidence to the destructive “I’ll know it when I see it” definition
of quality.
2. Defects: We expect quality products to be free of
defects. Eg. No cracks in a Building
3. Processes: What you do may keep a smile on your
customer’s face, but how you do it will keep you on
schedule and on budget — and that may make the
customer’s smile even brighter and longer lasting. 8

9. 4. Customers — People who sell what they make may be very
product focused in their view of quality. They seek to make
products that are superior to those of competitors and always
strive to be the best:
“This is the best DVD player on the market today.”
I,e, quality is defined by customers, their needs, and their
expectations.
5. Systems — A system is a group of things that work
together. At higher level of analysis, quality may be viewed
as arising from things that work together.
 Products, defects, processes, and customers are all part of
a system that generates quality, as are suppliers, policies,
organizations, and perhaps some other things unique to a
specific situation. 9

10. `
Definition of Quality?: But what does "quality" really mean?
 Quality
1. A characteristic or attribute of something: a
property.
2. The natural or essential character of
something.
3. Excellence, superiority.
4. A degree or grade of excellence. according to
Webster.
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11. Quality
Quality is “fitness for use: ensuring a product can be
used as it was intended”
(Joseph Juran)
Quality is “conformance to requirements: meeting
written specifications
(Philip B. Crosby)
Quality of a product or services is its ability to satisfy
the needs and expectations of the customer
Quality is a Journey, not a Destination
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12.  At its most basic level, quality means meeting the needs of
customers. This is also known as "fit for use."
 As per Joseph Juran, Quality has two meanings:
1. Features of products which meet customer needs and thereby
provide customer satisfaction.”
 Quality improvement related to features usually costs more.
2. Quality also means “freedom from deficiencies.” These
deficiencies are errors that require rework (doing something
over again) or result in failures after a product has been
delivered to a customer. Such failures may result in claims,
customer dissatisfaction, or terrible consequences to the user.
Quality improvement related to deficiencies usually costs less.
 Juran’s view considers products, defects, and customers.
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13.  The International Organization for
Standardization (ISO) defines quality as the
totality of characteristics of an entity that
bear on its ability to satisfy stated or
implied needs.
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14.  The Project Management Institute defines quality
as “the degree to which a set of inherent
characteristics fulfil requirements.
 The set of inherent characteristics may be of a
product, processes, or system.
 The requirements may be those of customers or
stakeholders, an important group that is ignored at
great peril to the success of the project.
 Project managers routinely make trade-offs among
the triple constraint(cost, time and scope) to meet
project objectives. A project manager should never,
never, ever trade off quality during project
implementation. 14

15. What is project quality management?
• Project quality management is the process through
which quality is managed and maintained
throughout a project.
• It is usually more about ensuring quality
consistency throughout a project.
• The main objective in project quality
management is making sure that the project
meets the needs it was originally created to meet.
• Quality leads to customer satisfaction.
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16. • Project quality management encompasses the
processes and activities that are used to figure out and
achieve the quality of the deliverables of a project.
• It is a process which ensure that all the activities
related to project are efficient and effective with
respect to the project objectives and project
performance.
• Quality Management in project management includes
creating and following policies and procedures in order
to ensure that a project meets the defined needs it was
intended to meet from the customer’s perspective.
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17. Foundation of Quality Management
• As the project manager, there are three
key quality management concepts that will
help you deliver a high quality project...
1. Customer Satisfaction
2. Prevention over Inspection
3. Continuous Improvement
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18. 1. Customer Satisfaction
 Customer satisfaction is a key measure of a project's
quality.
 It's important to keep in mind that project quality
management is concerned with both the product of the
project and the management of the project.
 If the customer doesn't feel the product produced by the
project meets their needs or if the way the project was
run didn't meet their expectations, then the customer is
very likely to consider the project quality as poor,
regardless of what the project manager or team thinks.
18

19.  As a result, not only is it important to
make sure the project requirements are
met, managing customer expectations
is also a critical activity that you need
to handle well for your project to
succeed.
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20. 2. Prevention over Inspection
 The Cost of Quality (COQ) includes money
spent during the project to avoid failures
and money spent during and after the
project because of failures.
 The cost of preventing mistakes is usually
much less than the cost of correcting them.
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21.  The sources of cost of quality are three: failure,
prevention, and appraisal.
1. Failure
 Failure costs may result from either internal or external
failure.
 The major costs associated with internal failures, those that
occur before a product has been delivered to a customer, are
scrap and rework.
 External failures, those that occur after a product has been
delivered to a customer, may generate costs for repairs in
accordance with product warranty obligations.
 External failure costs include those associated with
complaints and complaint handling.
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22. 2. Prevention
 Prevention: Prevention costs are fundamentally different from
failure costs.
 These costs are related to things that an organization does
rather than to outcomes of a process.
 Prevention costs begin with planning. One of the greatest
errors a project manager can make is to leap into performance
without sufficient planning.
 Prevention costs include both quality planning and audits,
and process planning and control.
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23. 3. Appraisal
 Appraisal costs begin with inspection of incoming
supplies.
 The quality of a product is significantly affected by
the quality of materials that go into its production.
Supplier evaluations may have determined that a
particular supplier will provide what is needed for a
project.
 In-process product inspection is a form of appraisal that
ensures production is following the plan.
 Noted deficiencies may be corrected before the end of the
process when scrap or additional-cost rework are the
inevitable results. 23

24. Discussion
• Define quality?
• Discuss the foundations of quality
management?
24

25. Benefits of Quality
 The benefits of quality in project performance are many.
1. A quality project and product will yield customer
satisfaction.
If you meet or exceed requirements and expectations,
customers will not only accept the results without challenge
or ill feeling, but may come back to you for additional work
when the need arises.
2. Reduced costs are another benefit. Quality processes can
reduce waste, improve efficiency, and improve supplies, all
things that mean the project may cost less than planned. As
costs go down, profits may go up or reduced costs may mean
more sales to an existing customer within existing profit
margins.
3. Better products, better project performance, and lower costs
translate directly into increased competitiveness in an ever-
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26.  The essence of a quality chain reaction
described by W. Edwards Deming:
–improve quality,
–reduce costs,
–improve productivity,
–capture the market,
–stay in business,
–provide more jobs
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27. 3. Continuous Improvement
 Continuous improvement is a concept that exists in all of the
major quality management approaches such as Six
Sigma and Total Quality Management (TQM).
 It is a key aspect of the last concept, prevention over
inspection.
 Continuous improvement is simply the ongoing effort to
improve your products, services, or processes over time.
 From a project perspective, this concept can be applied by
analyzing the issues that were encountered during the project
for any lessons learned that you can apply to future projects.
 The goal is to avoid repeating the same issues in other
projects.
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28. Quality Management for Projects
 Quality management is the process for
ensuring that all project activities necessary
to design, plan and implement a project are
effective and efficient with respect to the
purpose of the objective and its
performance.
 Project quality management (QM) is not a
separate, independent process that occurs
at the end of an activity to measure the
level of quality of the output. 28

29. Key Processes of Project Quality Management
 Project Quality Management has the following key
processes/activities or steps that you should perform in your
projects.
1. Quality Plan
2. Quality Assurance
3. Quality Control
4. Quality Improvements
 Managing quality: translating the quality management plan
into executable quality activities
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30. Key Processes of Project Quality Management
1. Plan Quality
 Plan Quality involves identifying the quality requirements
for both the project and the product and documenting how
the project can show it is meeting the quality requirements.
 Quality planning is identifying which quality standards are
relevant to the project and determining how to satisfy them.
 The outputs of this process include:
• A Quality Management Plan,
• Quality metrics,
• Quality checklists and
• A Process Improvement Plan.
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31. 2. Quality Assurance
 is evaluating the overall project performance
on a regular basis to provide a confidence that
the project will satisfy the relevant quality
standards.
 Quality assurance includes all the activities
related to satisfying the relevant quality
standards for a project.
 Quality Assurance is used to verify that the
project processes are sufficient so that if they are
being adhered to the project deliverables will be
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32.  The methods used for project quality assurance
include:
• Benchmarking ,
• Process checklists
• Quality(project )audits
• The PCDA(Plan, Do, Check, and Act) Cycle
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33. 3. Perform Quality Control
 Quality Control is the monitoring of specific project results to determine
if they comply with the relevant quality standards and identifying ways
to eliminate causes of unsatisfactory performance to improve overall
quality.
 Quality Control verifies that the product meets the quality requirements.
 The results will determine if corrective action is needed.
 The main outputs of quality control are:
 Acceptance decisions
 Rework
 Process adjustments
 Some tools and techniques include:
 Pareto analysis
 Statistical sampling
 Six Sigma
 Quality control charts
 Testing
 Peer Reviews
 The Cause and Effect Diagram
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34. 4. Quality Improvement
 It is the systematic approach to the processes of
work that looks to remove waste, loss, rework,
frustration, etc. in order to make the processes of work
more effective, efficient, and appropriate.
 Here the major issues include:
– Cost of Quality
– Leadership
– Continuous Improvement
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35. Discussion
• Discuss key processes of project quality
management?
35

36. Features of Quality Management
1. Quality management is a continuous process that starts and
ends with the project.
 Quality management is not an event - it is a process, a
consistently high quality product or service cannot be produced
by a defective process.
 Quality management is a repetitive cycle of measuring quality,
updating processes, measuring, updating processes until the
desired quality is achieved.
2. It is more about preventing and avoiding than measuring and
fixing poor quality outputs.
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37. 3. It is part of every project management processes from the
moment the project initiates to the final steps in the
project closure phase. It is not about finding and fixing
errors after the fact, quality management is the continuous
monitoring and application of quality processes in all aspects
of the project.
4. QM focuses on improving stakeholder’s satisfaction
through continuous and incremental improvements to
processes, including removing unnecessary activities; it
achieves that by the continuous improvement of the
quality of material and services provided to the
beneficiaries.
37

38.  The central focus of quality management
is:
 meeting or exceeding stakeholder’s expectations
and
 conforming to the project design and
specifications
 The ultimate judge for quality is the
beneficiary, and represents how close the
project outputs and deliverables come to meeting
the beneficiaries’ requirements and expectations.
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39. The Purpose of Management of Quality
 The main principle of project quality management is to ensure
the project will meet or exceed stakeholder’s Needs And
Expectations.
 The project team must develop a good relationship with key
stakeholders, specially the donor and the beneficiaries of the
project, to understand what quality means to them.
 One of the causes for poor project evaluations is the project
focuses only in meeting the written requirements for the main
outputs and ignores other stakeholder needs and expectations
for the project.
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40.  Quality must be viewed on an equal level with scope,
schedule and budget.
 If a project donor is not satisfied with the quality of how the
project is delivering the outcomes, the project team will need
to make adjustments to scope, schedule and budget to satisfy
the donor’s needs and expectations.
 To deliver the project scope on time and on budget is not
enough, to achieve stakeholder satisfaction the project must
develop a good working relationship with all stakeholders
and understand their stated or implied needs.
40

41. Summary
• A Project is a temporary, unique and
progressive attempt or endeavor made to
produce some kind of a tangible or intangible
result (a unique product, service, benefit,
competitive advantage, etc.).
41

42. • Project management is the art of
directing and coordinating human and
material resources throughout the life
of a project by using modern
management techniques to achieve
predetermined objectives of scope,
cost, time, quality and participant
satisfaction.
42

43.  The outputs of project quality management
process include:
• A Quality Management Plan,
• Quality metrics,
• Quality checklists and
• A Process Improvement Plan.
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44. Thank You !!!
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