This document discusses establishing quality foundations for a project. It addresses common questions around quality plans, such as what they should include, who will use them, and how. It emphasizes that quality is everyone's responsibility and should be embedded in daily work through a culture change. Quality awareness can be built through training sessions that involve all staff and benefit processes, people, and management systems. Establishing quality in daily work helps structure the project management system and informs the project quality plan.

1. Onboarding Project Quality
Induction
Methodology to reach Project Execution Performance through Quality
Confusion occurs when attempting to determine what Quality Plan means for the
organization designing Quality in a Project Management System:
 What should be included?
 Who will use it?
 How will it be used?
 What level of detail?
 What are the constructive feedbacks?

2. ENGAGE PEOPLE
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SUPPORT CHANGE
MANAGEMENT
COMPLY &
STANDARDIZE
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MEASURE
AND MANAGE
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House Of Quality functions
Quality Framework
Methodology to reach Project Execution Performance through Quality

3. Quality Framework
Methodology to reach Project Execution Performance through Quality
Quality In Daily Work
Execution Operations
EE Quality Policy
Quality Awareness
Scheduling Q: Quality System foundations
Quality in Project Management System
FEED
Project Quality Policy
Quality in Contracts
Project Quality Plan
Project Quality Index
FEED Project Quality Manual
What we call Quality Framework is the structure made of processes, documents, practices, workflows,
rules, referentials, regulations, technical requirements shared between contractual parties.

4. Scheduling Quality
Methodology to reach Project Execution Performance through Quality
Quality In Daily Work
Execution Operations
EE Quality Policy
Quality Awareness
Scheduling Q: Quality System foundations
Quality in Project Management System
Project Quality Policy
Quality in Contracts
Project Quality Plan
This current presentation is about deploying these Quality bricks along the project.
FEED

5. « Quality shall be Supplier/Vendor/Contractor
initiative and responsibility as per contracts »
In fact Quality obligations (Plans) by contracting parties
makes no assurances about Company’s products and
Performance in execution.
« Quality shall come from Corporation trends; only
Top Down »
Corporate Quality feedbacks enrich Project Métier
Referential but does not guarantee project success.
« Quality shall be about getting all procedures
written »
There is a tendency to overdo the quantity and complexity
level of procedures.
‘’Quality’’ verbatim in project execution
Methodology to reach Project Execution Performance through Quality

6. Quality System foundations
Methodology to reach Project Execution Performance through Quality
Quality In Daily Work
Execution Operations
EE Quality Policy
Quality Awareness
Quality in Project Management System
Project Quality Policy
Quality in Contracts
Project Quality Plan
All 3 are inter-connected.Part of the foundation bricks are the policy, awareness and daily work habits.
FEED

7. Good Project Quality foundations
based on Quality understanding
Methodology to reach Project Execution Performance through Quality
To align terminology of Quality within organizations, we need to understand that:
Quality shall be embedded
Quality shall be strategic Quality shall be an investment
Quality shall be an attitude

8. Finding Quality Foundations amongst Corporate
initiatives
Focus on
Quality
Foundations
Feedbacks
Policy/
Charter
Lean
Extraction
of Quality
practices
Cost
reduction
program
Soft skills
program
HSE program
Good enough
Company
Values
ProjectManagementSystem
Methodology to reach Project Execution Performance through Quality
Digital
tools
Quality
Policy
Quality
Awareness
Quality
In Daily
Work
Project
Quality
Plan
Quality
In PMS

9. Project Foundations to raise Quality Awareness
Methodology to reach Project Execution Performance through Quality
1. Quality shall be everyone’s business (so are our Group HSE values).
1. The « good enough culture » is selected for our Project.
3. Quality shall be seen as a methodology rather than Quality seen as a Control.
4. Quality shall bring constructive feedbacks in our processes.

10. Culture change
Methodology to reach Project Execution Performance through Quality
A culture change, from ‘’acceptance of a certain level of defects’’
to ‘’right first time, every time’’, needs two key elements:
• Commitment from the leaders > ‘’Policy deployment’’
• Involvement of all of the organization people > ‘’Quality In Daily Work’’
Division Quality
charter
Corporate
Quality policy

11. Project Quality Policy
Methodology to reach Project Execution Performance through Quality
doing the
first
time
the
right
thing
right
These shall be the foundations of a daily quality work and they shall be supported by the
key management functions of people, processes and systems in the organization.
‘’Doing the right things right the first time’’
everyone’s
business
constructive
feedbacks
good enough
culture methodology

12. Quality Awareness
Methodology to reach Project Execution Performance through Quality
Quality In Daily Work
Execution Operations
Quality Awareness
Quality in Project Management System
Quality in Contracts
Project Quality Plan
- Knowledge is from capitalization and feedbacks.
- Experience is what you learn from situational exposure.
- Education are the academics that are brought to you
- Sense is the set of reflexes and behaviors.
Awareness is made of knowledge, experience, education and sense.
FEED

13. i.e:
- Team players not understanding the project decisions
- Each department working only for itself
- Trying to control people through systems
- Firefighting, reactive behavior
- The ‘’it’s not my problem attitude’’
How many of these situations do you recognize in your
organization?
Methodology to reach Project Execution Performance through Quality
Quality Awareness shall be built to respond to these bad
practices that might still exist.
…Quality Awareness starts today

14. Methodology to reach Project Execution Performance through Quality
Embarking Quality Awareness
Therefore building this Quality Awareness shall:
1. Answer to the current needs of our functional organization (Processes)
2. Involve everyone (People)
3. Benefit the interlocking Project Management Systems (Systems)
‘’There is a widespread recognition that major cultural changes
will not be successful without a culture of good teamwork and
cooperation at all levels in an organization’’

15. Awareness built on Quality Sessions
(Impact of each Quality Sessions can be read through this ‘’impact map’’: the darker the cell, the
greater the impact on the '' Quality '‘ bricks)

16. Quality In Daily Work
Methodology to reach Project Execution Performance through Quality
Quality In Daily Work
Execution Operations
Quality in Project Management System
Quality in Contracts
Project Quality Plan
1.
INTRODUCTION TO LEAN ATTITUDE:
2.
TQM deployed through the QIDW workshops
QIDW
FEED

17. Methodology to reach Project Execution Performance through Quality
QIDW Workshops as Business imperatives
Achievements doing these QIDW Workshops?
- Quality Awareness ‘’Quick wins’’ such as good ‘’working together’’ practices
- A foundation Quality structure for the Project Management System
- A gradual Project Quality Plan detailing Process Overview, Responsibility, Registers,
Inductions, Templates, Tools, Links…
 Programmed QIDW workshops
aligned on:
1. Processes
2. People
3. Systems

18. Methodology to reach Project Execution Performance through Quality
Communi
cation
Quality
Contracts
Risks
Derogatio
ns
Operation
s
Engineeri
ng
Admin
HSE
DCC
Referenti
al
IT
Interfaces
WBS
HR
Procurem
ent
Project
Reviews
REX
Logistic
…
Permittin
g
…
NC G
E
S
CPY Project Management
Level 0
Level 2
Level 3
Level 1
From knowledge based structure to
Project Governance, Execution & Support
processes organization
From QIDW Workshops to Project mapping

19. How QIDW are structuring our PMS
Methodology to reach Project Execution Performance through Quality
Project Governance
Project Execution
Project Support
CPY Project Management
Level 0
Level 2
Level 3
Level 1
Project Execution
Xx Package
Xx Package
Xx Package
Project Governance
Project Support
PMS Processes

20. Methodology to reach Project Execution Performance through Quality
PQP based on QIDW data
A4 Process Sheet
Process SystemPeople
PMS Processes
3 - Related Project Objectives
10 - Inherent risks
5 - Derogations
6 - Ownership 2 - PMS Level
13 - Tools
14 - Register
1 – Overview of activities
16 - Specific procedures
12 - Templates4 - Applicable Referential
15 - Guidelines18 - KPI
19 - Audit Program 17 - Other links
Every tagged cell contributes to the Project Quality Plan.
7 - Stakeholders
8 - Responsibilities (RACI)
9 – Impacted organization
11 - REX

21. From QIDW Workshops to Management System
Methodology to reach Project Execution Performance through Quality
From Excel starting view to digital integrated system:
 Compliance
 Efficiency
 Support
 Accessibility
 Engagement
 Contribution

22. Methodology to reach Project Execution Performance through Quality
Lean basics
A way to improve
If source of inefficiency (or Muda)
has been detected during QIDW
sessions, improvement projects
can be suggested to Quality team.
The Lean approach will be
deployed and the robust DMAIC
method will be used.

23. Methodology to reach Project Execution Performance through Quality
A glance at DMAIC methodology & Lean Tools
AIMSTOOLSSTEPS
• Create ‘‘to be” process map
• Ensure robustness
• Define, validate & run action plan
• Avoid errors and stop them before they produce a defect
• Understand in depth the root-causes of a waste
• Pushing people to think about root causes
• Provide structure to cause identification effort
• Validation and standardization
• Sustainability: pilot performance and manage gaps
• Provide training for managers on the new process
• Regularly monitor progress against the plan and performance
measures
KPI STANDARDS
FMEA
POKA
YOKE
ISHIKAWA5 WHYS
Business
Process
Flow
MUDA
(7 types)
A3 SIPOC VOC OBEYA
• To have the team and its sponsor reach agreement on the
scope, goals, and financial and performance targets for the
project
• Understand which are the customer expectations
• Ensure project success: managerial routine
• Thoroughly understand the current state of the process “as is”
• Identify the key players of the process
• Chronological description of the process activities
• Measure current process performance
• Pinpoint the non added value activities: MUDA