Nataliia Bichan: PMO Quality Management (UA) Lemberg PMO School 2023 Website – https://lembs.com/pmoschool Youtube – https://www.youtube.com/startuplviv FB – https://www.facebook.com/pmdayconference

1. PMO Quality
Management
Nataliia Bichan
Head of PMO in Yalantis,
PMI PMP, PMI ACP
15
Feb

2. Agenda:
● Implementing quality management practices in the PMO
● Defining quality standards and metrics for projects
● Conducting quality assurance and quality control activities

3. ● The degree to which a set of inherent characteristics fulfill requirements
● The quality of something can be determined by comparing a set of inherent
characteristics with a set of requirements. If those inherent characteristics meet
all requirements, high or excellent quality is achieved. If those characteristics do
not meet all requirements, a low or poor level of quality is achieved.
What is Quality?

4. ● Quality Management is set of activities to direct and control an organization with
regard to Quality.
● Quality Management is focused not only on product and service quality, but also
on the means to achieve it.
What is Quality Management?
Plan Quality Management Planning Process Group
Manage Quality Executing Process Group
Control Quality Monitoring and Control Process Group

5. ● Customer focus. The primary focus of quality management is to meet customer
requirements and to strive to exceed
customer expectations.
● Leadership. Leaders at all levels establish unity of purpose and direction and
create conditions in which people are engaged in achieving the organization's
quality objectives.
● Engagement of people. Competent, empowered and engaged people at all
levels throughout the organization are essential to enhance its capability to
create and deliver value.
Quality Management Principles

6. ● Process approach. Consistent and predictable results are achieved more
effectively and efficiently when activities are understood and managed as
interrelated processes that function as a coherent system.
● Improvement. Successful organizations have an ongoing focus on improvement.
● Evidence based decision making. Decisions based on the analysis and
evaluation of data and information are more likely to produce desired results.
● Relationship management. For sustained success, an organization manages its
relationships with interested parties, such as suppliers, retailers.
Quality Management Principles

7. Cost of Quality

8. - Define and continuously update the understanding of the "quality" at PMO and
among your projects.
- Invest in the Culture of Quality in the Organization.
- Empower teams with instruments (and responsibility) to reach the quality.
- Optimize processes and remove silos, so the quality becomes something, that is not so hard to
achieve.
- Create controlling points and quality gates.
Quality Management in terms of PMO

9. "In God we trust, all others bring data."
- W. Edwards Deming
"You get what you measure. Measure the wrong thing and
you get the wrong behaviors."
- John H. Lingle
Defining quality standards and metrics for projects

10. ⚠ PERSON-ORIENTED METRICS
We should measure not a specific person or role, but the overall
picture.
⚠ ONLY QUANTITATIVE METRICS
Only quantitative metrics can't help you to see the overall picture.
⚠ ANY KIND OF "SEPARATED" METRICS
Metrics without contest worth nothing.
Bad metrics

11. ⚠ TURNING METRICS INTO OBLIGATORY KPIs
People start working not for the overall results & collaboration, bot for their
own KPIs.
⚠ "STUPID" METRICS
Metrics, that, obviously, are useless, and don't lead to any decisions.
⚠ METRICS THAT DECEIVE US
Metrics and correlations, that lead to wrong decisions.
Bad metrics

12. ✅ MEASURE SYSTEM FROM THE VARIOUS POV
Different aspects are taken into account when measuring the system.
✅ ARE HARD TO MANIPULATE
That lowers the risk of being fooled by numbers.
✅ PROVIDE INSIGHTS ON THE SYSTEM'S STATUS
Metrics reveal bottlenecks in processes, and push to improvement.
Good metrics

13. ✅ ENFORCE STANDARDS APPLICATION
To get good results, the work should be done properly, right?
✅ ARE VALUABLE FOR VARIOUS STAKEHOLDERS
Different stakeholders are interested in different metrics and views.
✅ ARE EASY-TO-UNDERSTAND
Metrics should be as easy as possible.
Good metrics

14. ✅ ENFORCE STANDARDS APPLICATION
To get good results, the work should be done properly, right?
✅ ARE VALUABLE FOR VARIOUS STAKEHOLDERS
Different stakeholders are interested in different metrics and views.
✅ ARE EASY-TO-UNDERSTAND
Metrics should be as easy as possible.
Good metrics

15. ✔ Project Success Rate: Measure the percentage of projects completed on time, within
budget, and meeting predefined quality standards. This metric gives an overall view of the
PMO's ability to deliver successful projects.
✔ Customer Satisfaction: Gather feedback from project stakeholders, including clients,
sponsors, and team members, to assess satisfaction level. High satisfaction indicates
effective communication, quality deliverables, and meeting stakeholder expectations.
✔ Resource Utilization: Track the utilization of resources (e.g., personnel, equipment,
funds) across projects to ensure optimal allocation and identify potential areas for
improvement or cost savings.
Good metrics examples

16. ✔ Gross Profit Margin (GPM): Monitoring GPM helps assess the profitability of projects
and ensures that project activities are generating sufficient returns to cover expenses and
contribute to overall business profitability. By tracking GPM over time, the PMO can identify
trends, assess the financial viability of projects, and make informed decisions to optimize
resource allocation and maximize profitability.
✔ Budget Variance: Measure the variance between planned vs. actual project expenditures
to ensure financial control and identify areas where costs are exceeding expectations. This
helps in managing project budgets effectively.
✔ Employee Satisfaction (ESAT): High ESAT scores indicate motivated and engaged team
members, which can lead to higher productivity, better project outcomes, and lower turnover
rates.
Good metrics examples

17. - Agree upon the list of metrics;
- Define responsible person;
- Use a proper instrument for metrics gathering and reporting;
- Lead changes (using all change management techniques);
- Challenge the information gathered, rethink the approach;
Executing

18. Define Company benchmarks and standards
Is GPM = 55% OK for us?
Is CPI/SPI = 0.95 OK for us?
Is CSAT = 5 (of 6) OK for us?
Is {ANY_OTHER_METRIC) = 9 of 10 OK for us?
It is essential to figure out the specifics of your project, and whether general standards
are applicable.
Executing

19. Metrics should enforce certain company-related best practices and should be not
super-hard to measure.
It should be a specific place for all metrics and clear indicators when escalation
process should starts.
Providing visibility is crucial for the overall quality system success.
Reporting process and visibility

20. Quality Assurance (QA) refers to the process used to create the deliverables, and can
be performed by a manager, client, or even a third-party reviewer. Examples of quality
assurance include process checklists, project audits and methodology and standards
development.
Quality Assurance vs Quality Control

21. Quality Control (QC) refers to quality related activities associated with the creation of
project deliverables. Quality control is used to verify that deliverables are of
acceptable quality and that they are complete and correct. Examples of quality control
activities include inspection, deliverable peer reviews and the testing process.
Quality control is about adherence to requirements. Quality assurance is generic and
does not concern the specific requirements of the product being developed.
Quality assurance activities are determined before production work begins and these
activities are performed while the product is being developed. In contrast, Quality
control are performed after the product is developed.
Quality Assurance vs Quality Control

22. PMO should:
• ensure about the high quality of the whole customer journey inside the company;
• assist PMs and project teams in building a system of quality;
• act as a Quality Advocate, to motivate teams;
• be an example of leadership, and make sure that company's values are continuously
transformed into actionable items;
• share business-oriented feedback to teams and engage them;
Quality Assurance

23. • templates, best practices;
• knowledge base;
• standards and benchmarks;
• procedures and processes;
Quality Assurance practices in PMO

24. PMO should ensure that:
• the formal procedures are followed;
• the project metrics are gathered in correct way;
• the project processes are effective enough for a good level of quality;
• the project is within its scope, budget, timeline, etc;
Quality Control

25. ISO 9000 family:
ISO 9001 sets out the requirements of a quality management system.
● Control of Documents
● Control of Records
● Quality Audit (metrics)
● Control of Nonconforming Product and Services
● Corrective and Preventive Actions
Capability Maturity Model Integration (CMMI) - is a process level improvement training
and appraisal program.
Internal audits
Project Audits

26. Internal audits

27. Internal audits

28. Root Cause Analysis (RCA) is a systematic process for identifying “root causes” of
problems or events and an approach for responding to them. RCA is based on the
basic idea that effective management requires more than merely “putting out fires” for
problems that develop, but finding a way to prevent them.
Root-Cause Analysis

29. Quality Improvement

30. Homework:
● Define quality management practices in the PMO
● Select quality standards and metrics for projects

31. Additional materials:
● Measures and Metrics using ITIL4(Study+Guide).pdf
● Building an EPMO.pdf

32. THANK YOU
Any questions? Feel free to contact me
Linkedin