This document provides an overview of project quality management. It discusses key concepts like quality vs grade, precision vs accuracy, and continuous improvement models. Quality management involves planning quality, performing quality assurance, and controlling quality. The goal is to meet requirements and prevent issues rather than inspecting for them. Management is responsible for providing resources to support quality initiatives. Continuous improvement approaches like OPM3, Malcolm Baldrige, and CMMI can be used to improve both project management and deliverables.

1. Chapter
6:
Project
Quality
Management
Stevbros
Training
&
Consultancy
www.stevbros.edu.vn
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PMI,
PMP
and
PMBOK
are
registered
marks
of
the
Project
Management
Ins9tute,
Inc.

2. Overview
Ini%a%ng
process
group
Planning
process
group
Execu%ng
process
group
Monitoring
&
controlling
process
group
Closing
process
group
Project
quality
management
• Plan
Quality
Management
• Perform
Quality
Assurance
• Control
Quality
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3. CraLspeople
à
Mass-­‐producNon
&
InspecNon
à
StaNsNcal
QC
à
QA
à
Strategic
Quality
Management
(
Q.
Plan,
Q.
Assurance,
Q.
Control
)
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Overview
Project
Management
Fundamentals

4. Concepts
• Quality
and
grade
are
not
the
same
concepts.
– Quality
as
a
delivered
performance
or
result
is
“the
degree
to
which
a
set
of
inherent
characterisNcs
fulfill
requirements”
(ISO
9000).
– Grade
as
a
design
intent
is
a
category
assigned
to
deliverables
having
the
same
funcNonal
use
but
different
technical
characterisNcs.
Grade
relates
to
Features
of
the
product,
while
Quality
relates
to
Requirements
of
the
product.
A
high
grade
product
may
be
of
low
quality,
and
a
high
quality
product
may
be
of
low
grade.
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5. Concepts
• Precision
vs.
Accuracy
– Accuracy
is
an
assessment
of
correctness.
– Precision
is
a
measure
of
exactness.
Accuracy
refers
to
how
far
you
are
from
the
true
value;
Precision
refers
to
how
close
you
get
to
the
same
value
if
you
repeated
the
exercise
several
Nmes.
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6. Concepts
The
basic
approach
to
project
quality
management
is
intended
to
be
compaNble
with
InternaNonal
OrganizaNon
for
StandardizaNon
(ISO)
quality
standards.
Modern
quality
management
approaches
seek
to
minimize
variaNon
and
to
deliver
results
that
meet
defined
requirements.
These
approaches
recognize
the
importance
of:
1. Customer
saNsfacNon:
o is
defined
as
“conformance
to
requirements”
(P.
Crosby)
and
“fitness
for
use”
(J.M.
Juran).
2. PrevenNon
over
inspecNon.
o Quality
should
be
planned,
designed,
and
built
into—not
inspected
into
the
project’s
management
or
the
project’s
deliverables.
o The
cost
of
preven9ng
mistakes
is
generally
much
less
than
the
cost
of
correc9ng
mistakes
when
they
are
found
by
inspec9on
or
during
usage.
3. Management
Responsibility.
o Success
requires
the
parNcipaNon
of
all
members
of
the
project
team.
o Management
takes
responsibility
to
provide
suitable
resources
at
adequate
capaciNes.
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7. Concepts
4. ConNnuous
improvement
(Kaizen):
o The
PDCA
(plan-­‐do-­‐check-­‐act)
cycle
is
the
basis
for
quality
improvement
as
defined
by
Shewhart
and
modified
by
Deming.
o Quality
improvement
iniNaNves
such
as
Total
Quality
Management
(TQM),
Six
Sigma,
and
Lean
Six
Sigma
could
improve
the
quality
of
the
project’s
management
as
well
as
the
quality
of
the
project’s
product.
o Commonly
used
process
improvement
models
include
Malcolm
Baldrige,
OrganizaNonal
Project
Management
Maturity
Model
(OPM3®),
and
Capability
Maturity
Model
Integrated
(CMMI®).
(detailed
at
next
slides)
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8. ConNnuous
improvement
examples
Project
Management
Fundamentals
8
• OPM3
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9. ConNnuous
improvement
examples
Project
Management
Fundamentals
9
• Malcolm
Baldrige
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10. ConNnuous
improvement
examples
Project
Management
Fundamentals
10
• CMMI
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11. 11
• Sigma:
Sigma
is
another
name
of
standard
deviaNon.
3
or
6
sigma
represents
the
level
of
quality
that
a
company
has
decided
to
try
to
achieve.
§ 1
sigma:
68,26%
§ 2
sigma:
95,46%
§ 3
sigma:
99,73%:
less
than
2,7
out
of
10
thousands
have
problem.
§ 6
sigma:
99,99985%:
less
than
1.5
out
of
1
million
products
have
problem.
Continuous
improvement examples
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12. Concepts
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.. should be less then..
<
5. Cost
of
Quality

13. Plan
quality
management
• The
process
of
idenNfying
quality
requirements
and/or
standards
for
the
project
and
its
deliverables,
and
documenNng
how
the
project
will
demonstrate
compliance
with
relevant
quality
requirements.
The
key
benefit
of
this
process
is
that
it
provides
guidance
and
direcNon
on
how
quality
will
be
managed
and
validated
throughout
the
project.
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Figure
8-­‐3
Page
232.

14. Inputs(1/2)
1. Project
Management
Plan
• includes
scope
baseline,
schedule
baseline,
cost
baseline,
and
other
management
plans
2. Stakeholder
Register
• aids
in
idenNfying
those
stakeholders
possessing
a
parNcular
interest
in,
or
having
an
impact
on,
quality.
3. Risk
Register
• contains
informaNon
on
threats
and
opportuniNes
that
may
impact
quality
requirements.
4. Requirements
Documenta%on
• captures
the
requirements
that
the
project
shall
meet
pertaining
to
stakeholder
expectaNons.
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15. Inputs(2/2)
5. Enterprise
Environmental
Factors
• include:
governmental
agency
regulaNons;
rules,
standards,
and
guidelines
specific
to
the
applicaNon
area;
working
or
operaNng
condiNons
of
the
project
or
its
deliverables
that
may
affect
project
quality;
and
cultural
percepNons
that
may
influence
expectaNons
about
quality.
6. Organiza%onal
Process
Assets
• include:
organizaNonal
quality
policies,
procedures,
and
guidelines;
the
performing
organizaNon’s
quality
policy,
as
endorsed
by
senior
management,
sets
the
organizaNon’s
intended
direcNon
on
implemenNng
its
quality
management
approach;
historical
databases;
and
lessons
learned
from
previous
phases
or
projects.
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16. Tools
and
techniques(1/2)
1. Cost-­‐Benefit
Analysis
• The
primary
benefits
of
meeNng
quality
requirements
include
less
rework,
higher
producNvity,
lower
costs,
increased
stakeholder
saNsfacNon,
and
increased
profitability.
A
cost-­‐
benefit
analysis
for
each
quality
acNvity
compares
the
cost
of
the
quality
step
to
the
expected
benefit.
2. Cost
of
Quality
(COQ)
(details
at
previous
slides)
3. Seven
Basic
Quality
Tools
(details
at
next
slides)
4. Benchmarking
• involves
comparing
actual
or
planned
project
pracNces
to
those
of
comparable
projects
to
idenNfy
best
pracNces,
generate
ideas
for
improvement,
and
provide
a
basis
for
measuring
performance.
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17. Tools
and
techniques(1/2)
5. Design
of
Experiments
• Design
of
experiments
(DOE)
is
a
staNsNcal
method
for
idenNfying
which
factors
may
influence
specific
variables
of
a
product
or
process
under
development
or
in
producNon.
DOE
may
be
used
during
the
Plan
Quality
Management
process
to
determine
the
number
and
type
of
tests
and
their
impact
on
cost
of
quality
6. Sta%s%cal
Sampling
• involves
choosing
part
of
a
populaNon
of
interest
for
inspecNon
(for
example,
selecNng
ten
engineering
drawings
at
random
from
a
list
of
seventy-­‐five).
Sample
frequency
and
sizes
should
be
determined
during
the
Plan
Quality
Management
process
so
the
cost
of
quality
will
include
the
number
of
tests,
expected
scrap,
etc.
7. Addi%onal
Quality
Planning
Tools
8. Mee%ngs
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18. 7
basic
quality
tools
• "As much as 95% of quality related problems in the factory can be solved with seven
fundamental quantitative tools." - Kaoru Ishikawa
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19. 19
Cause
&
Effect
tool
can
be
used
to
perform
5
Why
?
Why
did
the
equipment
fail?
Because
the
circuit
board
burned
out.
Why
did
the
circuit
board
burn
out?
Because
it
overheated.
Why
did
it
overheat?
Because
it
wasn’t
gepng
enough
air.
Why
was
it
not
ge^ng
enough
air?
Because
the
filter
wasn’t
changed.
Why
was
the
filter
not
changed?
Because
there
was
no
prevenNve
maintenance
schedule
to
do
so
7
basic
quality
tools
• Cause
&
Effect
Diagram
(fishbone
diagram,
Ishikawa
diagram)
-­‐>
find
root
cause
of
defect
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Guide
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the
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• Flow
Chart:
show
how
process
or
system
flows
from
the
beginning
to
end
&
how
the
elements
interrelate.
E.g.
The
SIPOC
Model
as
follow:
7
basic
quality
tools

21. 21
• Histogram:
data
is
displayed
in
the
form
of
bars
or
columns,
The
higher
bar,
the
more
frequent
the
problem.
7
basic
quality
tools
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22. 22
• Pareto
Diagrams:
is
a
type
of
histogram,
but
it
arranges
results
from
most
frequent
to
least
frequent.
7
basic
quality
tools
Ø 80%
of
problems
are
due
to
20%
of
the
root
cause
Ø PrioriNze
potenNal
“cause”
of
the
problems
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23. 7
basic
quality
tools
• Check-­‐sheets,
which
are
also
known
as
Tally
sheets
and
may
be
used
as
a
checklist
when
gathering
data.
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24. 24
• Scaer
diagrams:
show
how
two
different
types
of
data
relate
to
each
other
7
basic
quality
tools
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25. 25
7
basic
quality
tools
• Control
charts
– Graphically
help
you
to
determine
of
a
process
is
within
acceptable
limits.
– Upper
&
Lower
control
limits
(base
on
org’
standard)
– In
control:
data
points
within
this
range.
– Out
of
control:
data
points
outside
this
range.
– SpecificaNon
Limits
(base
on
customer’s
expectaNon,
assume
that
spec
limit
are
outside
the
upper
&
lower
control
limits)
– Rule
of
Seven:
seven
consecuNve
data
points
in
a
row
on
one
side
of
the
mean
-­‐>
out
of
control
– Assignable
Cause:
data
point
or
rule
of
seven
require
invesNgaNon
to
determine
the
cause
of
the
variaNon.
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26. 26
7
basic
quality
tools
• Control
charts
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27. 27
7
basic
quality
tools
• Control
charts
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28. Outputs
1. Quality
Management
Plan
• describes
how
the
organizaNon’s
quality
policies
will
be
implemented
and
how
the
project
management
team
plans
to
meet
the
quality
requirements
set
for
the
project.
2. Process
Improvement
Plan
• details
the
steps
for
analyzing
project
management
and
product
development
processes
to
idenNfy
acNviNes
that
enhance
their
value.
Areas
to
consider
include:
Process
boundaries,
Process
configuraNon,
Process
metrics,
Targets
for
improved
performance.
3. Quality
Metrics
• some
examples
of
quality
metrics
include
on-­‐Nme
performance,
cost
control,
defect
frequency,
failure
rate,
availability,
reliability,
and
test
coverage.
4. Quality
Checklists
• quality
checklists
should
incorporate
the
acceptance
criteria
included
in
the
scope
baseline.
5. Project
Documents
Updates
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29. Perform
quality
assurance
• The
process
of
audiNng
the
quality
requirements
and
the
results
from
quality
control
measurements
to
ensure
that
appropriate
quality
standards
and
operaNonal
definiNons
are
used.
The
key
benefit
of
this
process
is
that
it
facilitates
the
improvement
of
quality
processes.
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A
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Project
Management
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Figure
3-­‐8
Page
404.

30. Inputs
1. Quality
Management
Plan
• describes
the
quality
assurance
and
conNnuous
process
improvement
approaches
for
the
project.
2. Process
Improvement
Plan
• the
project’s
quality
assurance
acNviNes
should
be
supporNve
of
and
consistent
with
the
performing
organizaNon’s
process
improvement
plans.
3. Quality
Metrics
• provide
the
atributes
that
should
be
measured
and
the
allowable
variaNons.
4. Quality
Control
Measurements
• are
the
results
of
control
quality
acNviNes.
They
are
used
to
analyze
and
evaluate
the
quality
of
the
processes
of
the
project
against
the
standards
of
the
performing
organizaNon
or
the
requirements
specified.
5. Project
Documents
• project
documents
may
influence
quality
assurance
work
and
should
be
monitored
within
the
context
of
a
system
for
configuraNon
management.
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31. Tools
and
techniques(1/2)
1. Quality
Management
and
Control
Tools
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32. Tools
and
techniques(2/2)
2. Quality
Audits
• The
objecNves
of
a
quality
audit
may
include:
ü IdenNfy
all
good
and
best
pracNces
being
implemented;
ü IdenNfy
all
nonconformity,
gaps,
and
shortcomings;
ü Share
good
pracNces
introduced
or
implemented
in
similar
projects
in
the
organizaNon
and/or
industry;
ü ProacNvely
offer
assistance
in
a
posiNve
manner
to
improve
implementaNon
of
processes
to
help
the
team
raise
producNvity;
and
ü Highlight
contribuNons
of
each
audit
in
the
lessons
learned
repository
of
the
organizaNon
3. Process
Analysis
• Process
analysis
follows
the
steps
outlined
in
the
process
improvement
plan
to
idenNfy
needed
improvements.
This
analysis
also
examines
problems
experienced,
constraints
experienced,
and
non-­‐value-­‐added
acNviNes
idenNfied
during
process
operaNon.
Process
analysis
includes
root
cause
analysis—a
specific
technique
used
to
idenNfy
a
problem,
discover
the
underlying
causes
that
lead
to
it,
and
develop
prevenNve
acNons.
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33. Outputs
1. Change
Requests
2. Project
Management
Plan
Updates
• Elements
of
the
project
management
plan
that
may
be
updated
include:
quality
management
plan,
scope
management
plan,
schedule
management
plan,
and
cost
management
plan.
3. Project
Documents
Updates
• Project
documents
that
may
be
updated
include:
quality
audit
reports,
training
plans,
and
process
documentaNon.
4. Organiza%onal
Process
Assets
Updates
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34. Control
quality
• The
process
of
monitoring
and
recording
results
of
execuNng
the
quality
acNviNes
to
assess
performance
and
recommend
necessary
changes.
The
key
benefits
of
this
process
include:
(1)
idenNfying
the
causes
of
poor
process
or
product
quality
and
recommending
and/or
taking
acNon
to
eliminate
them;
and
(2)
validaNng
that
project
deliverables
and
work
meet
the
requirements
specified
by
key
stakeholders
necessary
for
final
acceptance.
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Figure
8-­‐11
Page
249.

35. Inputs
1. Project
Management
Plan
• describes
how
quality
control
will
be
performed
within
the
project.
2. Quality
Metrics
• describes
a
project
or
product
atribute
and
how
it
will
be
measured.
3. Quality
Checklists
• are
structured
lists
that
help
to
verify
that
the
work
of
the
project
and
its
deliverables
fulfill
a
set
of
requirements.
4. Work
Performance
Data
• include:
planned
vs.
actual
technical
performance;
planned
vs.
actual
schedule
performance;
and
planned
vs.
actual
cost
performance.
5. Approved
Change
Requests
• approved
change
requests
may
include
modificaNons
such
as
defect
repairs,
revised
work
methods,
and
revised
schedule.
6. Deliverables
7. Project
Documents
8. Organiza%onal
Process
Assets
Copyright@STEVBROS
Project
Management
Fundamentals
35

36. Tools
and
techniques
1. Seven
Basic
Quality
Tools
2. Sta%s%cal
Sampling
3. Inspec%on
• An
inspecNon
is
the
examinaNon
of
a
work
product
to
determine
if
it
conforms
to
documented
standards.
For
example,
the
results
of
a
single
acNvity
can
be
inspected,
or
the
final
product
of
the
project
can
be
inspected.
• InspecNons
may
be
called
reviews,
peer
reviews,
audits,
or
walkthroughs.
In
some
applicaNon
areas,
these
terms
have
narrow
and
specific
meanings.
InspecNons
also
are
used
to
validate
defect
repairs
4. Approved
Change
Requests
Review
• All
approved
change
requests
should
be
reviewed
to
verify
that
they
were
implemented
as
approved.
Copyright@STEVBROS
Project
Management
Fundamentals
36

37. Outputs(1/2)
1. Quality
Control
Measurements
• are
the
documented
results
of
control
quality
acNviNes
2. Validated
Changes
• Any
changed
or
repaired
items
are
inspected
and
will
be
either
accepted
or
rejected
before
noNficaNon
of
the
decision
is
provided.
Rejected
items
may
require
rework.
3. Verified
Deliverables
• A
goal
of
this
process
is
to
determine
the
correctness
of
deliverables.
The
results
of
performing
this
process
are
verified
deliverables
Copyright@STEVBROS
Project
Management
Fundamentals
37

38. Outputs(2/2)
4. Work
Performance
Informa%on
• is
the
performance
data
collected
from
various
controlling
processes,
analyzed
in
context
and
integrated
based
on
relaNonships
across
areas.
Examples
include
informaNon
about
the
project
requirements
fulfillment
such
as
causes
for
rejecNons,
rework
required,
or
the
need
for
process
adjustments
5. Change
Requests
(CR)
6. Project
Management
Plan
Updates
7. Project
Documents
Updates
8. Organiza%onal
Process
Assets
Updates
• Include
completed
checklists
and
lessons
learned
documentaNon
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Project
Management
Fundamentals
38

39. Deliverables,
CRs,
and
Control
Quality
process
Deliverables
Verified
deliverables
Accepted
deliverables
Copyright@STEVBROS
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-­‐
Global
PMI
R.E.P
39
Close
Project
CR
Approved
CR
Validated
CR
Validate
Scope
Control
Quality
Direct
and
Manage
Project
ExecuNon
Monitor
and
Control
Project
Work
Control
Quality
Perform
Integrated
Change
Control

40. Summary
• Grade
vs.
quality
• Precision
vs.
Accuracy
• Customer
saNsfacNon
• PrevenNon
over
inspecNon
• ConNnuous
improvement
• Management
responsibility
• Cost
of
quality
• Gold
plaNng
• Marginal
analysis
• JIT
• TQM
• 7
basic
quality
tools
Copyright@STEVBROS
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Management
Fundamentals
40

41. QuesNons
for
review
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Project
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41
• You
did
the
good
job
at
this
chapter.
Please
complete
quesNons
for
review
before
moving
to
next
chapter.