2. Ch.8 Project Quality Management
Quality Management includes creating and following policies and procedures to
ensure that a project meet the defined needs (from the customer’s perspective).
Quality definitions and concepts
Prevention is the better than control. Do it right the
first time. Zero Defects is the goal of quality. Philip
Crosby
Quality is defined as the degree to which the project
fulfills requirements. Or quality means fitness for
use. Joseph Juran
Quality relates to continues improvement of people
and procedures. Kaizan
Quality relates to processes
and procedures not people. Or
quality is the management’s
problem. Management needs
to provide the procedures and
resources for the employees
to produce quality product.
Edwards Deming
Quality Management is
applying the processes that
will ensure the project will
meet the needs for which it
was undertaken
Quality Vs Grade Vs Gold Plating?
Quality is the degree to which
a set of inherent characteristics fulfill
requirements” (ISO 9000)
Quality definitions and concepts Quality Management is
applying the processes that
will ensure the project will
meet the needs for which it
was undertaken
Quality is defined as the degree to which the project
fulfills requirements. Or quality means fitness for
use. Joseph Juran
Quality is the degree to which
a set of inherent characteristics fulfill
requirements” (ISO 9000) Quality relates to processes
and procedures not people. Or
quality is the management’s
problem. Management needs
to provide the procedures and
resources for the employees
to produce quality product.
Edwards Deming
Prevention is the better than control. Do it right the
first time. Zero Defects is the goal of quality. Philip
Crosby
Quality relates to continues improvement of people
and procedures. Kaizan
Quality Vs Grade Vs Gold Plating?
3. Ch.8 Processes of Quality Management
8.1 Plan Quality Management
• The process of identifying project’s quality requirements and how the
these requirements will be met.
8.2 Perform Quality Assurance
• Here we apply the quality requirements and audit results from quality
control process to ensure proper procedures are applied.
• In this process we measure and record quality requirements to ensure
quality is achieved and recommend changes if needed.
8.3 Control Quality
4. 8.1 Plan Quality Management: ITTOs
1.Project Management
Plan
2. Stakeholder register
3. RiskRegister
4.Requirements
documentation
6. EEF/OP
A
1. Costbenefit analysis
2. Costof Quality (CoQ)
3. Benchmarking
4. Designof experiments
5. Statistical sampling
6.Additional quality planning tools
7. Meetings
8. Sevenbasicquality techniques
1.Quality
management plan
2. Quality metrics
3. Quality checklists
4.Process
improvement plan
5.Project document
updates
The process of identifying quality requirement and/or standards for the
project and product and documenting how the project will demonstrate
compliance.
What is quality for this project ? How will we ensure it?
Input Tools & Techniques Output
6. 8.1.1.1 Project Management Plan
• Scope Baseline: The Scope Statement of Scope Baseline gives us important
information related to project quality. The scope statements contains
project deliverables and acceptance criteria for these deliverable.
• The acceptance criteria can greatly affect the project quality requirements
hence cost of quality or cost of project as a whole.
• Other elements of the PMP used for planning the quality are the Schedule
Baseline and Cost Baseline which tells us when the work is needed to be
done and when the money is going to be spent.
• It tells us about the stakeholder that are concerned with quality aspect of
the project
8.1.1.2 Stakeholder Register
8.1 Plan Quality Management: Inputs
7. • It contains information about the risks that may affect the quality of the
project
8.1.1.3 Risk Register
8.1.1.4 Requirements Documentation
• The requirements documentation includes stakeholder requirements about the
project, product, and quality of the product.
• Requirements documentation will help us better plan Control Quality Process
• Government Regulations, Industry Standards, Policies and Procedures, Historical
Information etc
8.1.1.5 EEF/OPA
8.1 Plan Quality Management: Inputs
8. 8.1.2.1 Cost Benefit Analysis
• Themainreasonbehindmaintaining qualityisto havelessrework, lowercosts, higher
productivity
, andhighercostumer satisfaction
• In CostBenefitAnalysis wecompare benefitsversusthe costof meeting qualityrequirements
8.1.2.1 Cost of Quality
• Lookingatwhatthe costof conformanceandnonconformanceto qualityandcreatingan
appropriate balance
Should be
less than
8.1.2 Plan Quality Management: T&Ts
<
9. 8.1.2.3 Seven basic quality tools
• The 7QC tools as they are called, are used in within the context of Plan-Do-
Check-Act (PDCA) cycle to solve quality related problems
8.1.2 Plan Quality Management: T&Ts
Theproblem(theEffect) isplacedat theheadof
fishandthepossiblesourceof theproblem(the
Cause)issought after inthefour factors
(Machine, Man, Methods, andMaterials).
Thewholeprocessisconduct inbrainstorming
sessions.Thestepsinvolvedareasfollow:
1. Identifytheproblem.
2. W
orkout themajor factors involved.
3. Identifypossiblecauses.
4. Analyzeyour diagram
Y
oucanalsoaddfactors suchasEnvironment,
andMaterialsor anyotherfactor deemed
related.
Major causesarefurther investigated.Attheendthewhole
diagramis analyzedandpossiblecauseorcausesareidentified.
1. Cause-and-effect Diagram: Cause-and-effect diagram or fishbone diagram
or Ishikawa diagram is used to find possible causes of a problem or failure
10. 8.1.2.3 Seven basic quality tools
• The7QCtoolsasthey are called,are usedin within the context of Plan-Do-Check-Act(PDCA)
cycletosolvequalityrelated problems
8.1.2 Plan Quality Management: T&Ts
Flowchart showslogicalrelationship
betweendifferent process.
Flowchart helpsusinbetter
understandingtheprocess
Flowchart isalsoagood
communicationwhichshowswhat
reallyhappensinprocessorwhat
shouldhappen.
Flowchartsalsoshowsdecision
pointsinaprocess
Flowchart will helpusinbetter
understandingthecostsrelatedto
qualityrequirements
2. Flowcharts: Also called process maps, because flowcharts display sequence
of steps. The flowchart transforms one or more input to one or more outputs.
11. 8.1.2.3 Seven basic quality tools
• The7QCtoolsasthey are called,are usedin within the context of Plan-Do-Check-Act(PDCA)
cycletosolvequalityrelated problems
8.1.2 Plan Quality Management: T&Ts
2. Flowcharts: Also called process maps, because flowcharts display sequence
of steps. The flowchart transforms one or more input to one or more outputs.
12. 8.1.2.3 Seven basic quality tools
• The7QCtoolsasthey are called,are usedin within the context of Plan-Do-Check-Act(PDCA)
cycletosolvequalityrelated problems
8.1.2 Plan Quality Management: T&Ts
2. Flowcharts: Also called process maps, because flowcharts display sequence
of steps. The flowchart transforms one or more input to one or more outputs.
13. 8.1.2.3 Seven basic quality tools
• The7QCtoolsasthey are called,are usedin within the context of Plan-Do-Check-Act(PDCA)
cycletosolvequalityrelated problems
8.1.2 Plan Quality Management: T&Ts
Checksheets
tellsusabout a
problemandits
frequencyof
occurrence.
Diagrams.
Dataobtained
through
Checksheetsare
oftenusedfor
generating
Pareto
Diagrams.
3. Checksheet: Checksheets or tally sheet are used to collect used to collect
useful data about a problem or its attributes when performing inspections.
Cheeksheets can also be used checklist.
14. 8.1.2.3 Seven basic quality tools
• The7QCtoolsasthey are called,are usedin within the context of Plan-Do-Check-Act(PDCA)
cycletosolvequalityrelated problems
8.1.2 Plan Quality Management: T&Ts
ParetoDiagram
isaspecial type
of vertical bar
chart that shows
frequencyof the
sourcesof a
problemand
cumulative
percentageof all
vital sources
Thebarsshow
eachsourceand
thelineshows
commutative
total
4. Pareto Diagrams: Pareto thought 80 percent of the quality related problems
are effects of 20 percent of the causes.
15. 8.1.2.3 Seven basic quality tools
• The7QCtoolsasthey are called,are usedin within the context of Plan-Do-Check-Act(PDCA)
cycletosolvequalityrelated problems
8.1.2 Plan Quality Management: T&Ts
Inthisexamplethe
distributionof datais
basedonabell curve.
Thenamecomesfrom
it shapewhichlikea
bell.
Inthisexamplethe
highest frequencyof
themeasurementwas
between20and22.
The
occurrence/frequency
for thismeasurement
iscloseto28times.
5. Histograms: Histograms are special types of bar charts that show central
tendency, dispersion, and shape of statistical distribution.
16. 8.1.2.3 Seven basic quality tools
• The7QCtoolsasthey are called,are usedin within the context of Plan-Do-Check-Act(PDCA)
cycletosolvequalityrelated problems
8.1.2 Plan Quality Management: T&Ts
If weget 7resultsonthe
eithersideof themean, we
concludethat theprocessis
out of control, see4.Alsoif a
measurement isout of control
limitsweconcludethat the
processisout of control, see
3.
Control Chartsarealsoused
todetermineif amanagement
processisincontrol by
measuringfactors like
scheduleor cost variances, or
thefrequencyof changesinto
scopeetc.
1.Upper control limit
2. Lower
control limit
3. Out of control
5.Specification limit: is point determines by
customer, not calculated based on control chart
4. Rule of seven: Out of control if 7
measurements are above or below the mean
6. Normal and
expected variation
Usually 3 or 6 sigma
6. Control Charts: Control Charts are used to know whether a process is stable or
has the desired performance. Control Charts are used for repetitive process e.g
manufacturing
17. 8.1.2.3 Seven basic quality tools
• The7QCtoolsasthey are called,are usedin within the context of Plan-Do-Check-Act(PDCA)
cycletosolvequalityrelated problems
8.1.2 Plan Quality Management: T&Ts
Onceweknowthat thereisa
correlationbetweenthetwo
variablesthenwecan
estimatehowchangesto
independentvariablecan
result inachangeinthe
dependent variable.
Grapha, b, c, anddshow
different correlationthat may
exist betweentwovariables.
For exampleingraphbtheY
axismayshownumberof
iterationandXaxismay
shownumber of bugsfound
inthesoftware.
7. Scatter Diagram: Scatter Diagram is used to check for correlation between
two variables
18. 8.1.2.4 Benchmarking
• Comparingthe project in handwith similarprojectscompletedin the past in order to identify
best practices, andgenerate newideas.
8.1.2.5 Design of Experiment
• DOEis usedto identify factorsthat caninfluencedifferent variablesofthe productorprocess
• DOEis usedin PlanQualityManagementto determinethe numberandtype of tests needed
toachievetherequiredquality
8.1 Plan Quality Management: T&Ts
InDOEwecanchangemultiplevariablesat a
time.Indoingsowefindoptimalconditionfor
product or process.
Imaginetheexampleontheleft isabout
producingbrickunderdifferent conditionsorwith
aninputofdifferentproportions ofthe materials
Onceweknowthatvariousfactorscaninfluence
ourproductin various ways, wewill develop
testsor qualitychecklist for them.
19. 8.1.2.6 Statistical Sampling
• Statistical Samplingrefers to choosingfewitemsasasamplefrom alarger groupof items.
• Herewedonot dothe actualsamplingbutdecideonhowwewill dohowsamplinginthe
comingqualityprocesses
• Thiswill helpusin correctlydetermining thecostof quality.
8.1.2.7 Other Quality Tools
• Brainstorming: Usedfor generatingideas
• ForceFieldAnalysis: Diagramsof forces for andagainstchange
• Nominal GroupTechnique: Inthis technique wevotefor ideasto befurther discussedbya
larger groupof people
• Quality ControlandManagementTools:Thistoolswill beexplainedin the next process.
Thesetoolsareusedto link andsequencethe toolsof the project.
8.1.2.8 Meetings
• Qualityrelated meetingsareattendedbytheprojectsponsor,project management,selected
projectteammember,selectedstakeholders,teammembersthatareresponsibleforqualityof
theproject.
8.1 Plan Quality Management: T&Ts
20. 8.1 Plan Quality Management: T&Ts
Below is an example of force-field diagram
In the force-field you
basically identify the force
that will support or oppose a
planned work which usually
is something related to
change.
In the force-field you
basically identify the force
the will support or oppose
the change. This will help
you better understand the
situation and plan you
quality accordingly.
21. 8.1.3.1 Quality Management Plan
• Qualitymanagementplansexplainshoworganizationsqualitypolicieswill beimplemented.
• Dependingonthe project,theplancanbeverydetailedorsimple.
8.1.3.2 Process Improvement Plan
• ProcessImprovement Planispart of the PMP
• Thisplandetailsthe steps that will help asin improvingvarious processin ourproject.
• Theplanis developedin the PlanQualityManagement Processandimplementedin the QA
andQCprocesses
8.1 Plan Quality Management: Outputs
Areas included in the Process Improvement Plan are as follow:
1. Process Boundaries: The propose of the process, the start and end date, the inputs
and outputs of the process
2. Process Configuration: Graphical depiction of the process
3. Process Metric: Used for measuring process efficiency
4. Targets for Improved Performance: Targets for improvement
22. 8.1.3.3 Quality Metrics
• It describes the project orproductattributesandhowthe qualitycontrol processwill measure
it.
• Examplesof qualitymetrics are finishingthe project withinthe budgetandtime, the frequency
of defects, failure rate, etc.
• Themetrics andthe tolerancelevelfor variation is set in PlanQuality
• Theattributesaremeasuredincontrol quality
8.1.3.4 Quality Checklists
• Basedonthe productrequirementsachecklistis developed
• Thechecklistwill list the steps to befollowed to achievethe desired qualityfor the product
• Thechecklistshouldalsocontain the productrequirements
8.1.3.5 Document Update
• RiskRegister, RequirementTraceability Matrix, andWBSdictionary are updated
8.1 Plan Quality Management: Outputs
23. 8.2 Perform Quality Assurance: ITTOs
1. Quality Management Plan
2.ProcessImprovement
Plan
Quality metrics
3.Quality control
measurement
4. Project Documents
1.Quality Management and
Control T
ools
2. Quality audits
3. Processanalysis
1.Change Requests
2.Project management
planupdates
3.Project document
updates
4. OP
Aupdates
Input Tools & Techniques Output
In Quality Assurance we ensure the proper quality related procedures are
followed. We do this by auditing the quality requirements and results received
from Quality Control Process
25. 8.2.1 Perform Quality Assurance: Inputs
8.2.1.1 Quality Management Plan
• It contains planfor quality assuranceandprocessimprovement
8.2.1.2 Process Improvement Plan
• Thiswill tell usaboutthe project’s processimprovement plan which needsto be
alignedwith quality assuranceprocess.
8.2.1.3 Quality Metrics
• Thiswill tells what weneedto measureandwhat arethe allowable variation for our
measurements.
8.2.1.4 Quality Control Measurements
• Thesearethemeasurements takenintheControl Quality Process
• Themeasurements areusedfedbackto QualityAssuranceinorder toevaluate the
effectiveness of quality assuranceprocedures/processes
26. 8.2.2 Perform Quality Assurance: T&Ts
8.2.2.1 Quality Management and Control Tools
• Besideother available tools,in quality assuranceweusall thetools that areusedin
PlanQuality Management andControl Quality Processes
Affinity Diagram……?
• Classifying large number of ideas into groups
27. 8.2.2 Perform Quality Assurance: T&Ts
8.2.2.1 Quality Management and Control Tools
• Besideother available tools,in quality assuranceweusall thetools that areusedin
PlanQuality Management andControl Quality Processes
Process Decision Program Chart (PDPC)
PDPC systematically identifies what might go wrong in a plan under development.
1. Y
oudivided in andsubdividea
complexplaninto more simple
steps
3
. Y
ouidentify possibleproblems that
will hinder implementing theplan.
4
. Y
ouidentify possibleproblems that
will hinder implementing theplan.
5
. Y
ouput Oinfront of thesolutions that are
practical andyouput Xinfront of the
solutions that arenot practical
Attheendyoueitherchangeyourplanwherethereisnopractical
solutionor prepareyourself accordingly
28. 8.2.2 Perform Quality Assurance: T&Ts
8.2.2.1 Quality Management and Control Tools
• Besideother available tools,in quality assuranceweusall thetools that areusedin
PlanQuality Management andControl Quality Processes
Interrelationship Digraph
It is usedfor problemidentification andproblem solving in complex systems
Interrelationship Digraph isusually usedafter
Case-and-effect diagram, ideamindmapping,
affinitydiagram.
Hereweconstruct howdifferent problems are
relatedto eachother.
After constructingtheDigraph westart
interpreting it.
Interpretationcanbeas:
1. Anitemwith largenumberofoutputse.g“Poor
SchedulingPractice”canbecauseofmanyeffect
2. Anitemwith largenumberofinputse. g“Poor
SchedulingofTrucker”canbesourceof Quality
metrics.
29. 8.2.2 Perform Quality Assurance: T&Ts
8.2.2.1 Quality Management and Control Tools
• Besideother available tools,in quality assuranceweusall thetools that areusedin
PlanQuality Management andControl Quality Processes
Tree Diagram
It is usedto showhowthe generalplan is related to specific parts e. gin WBS.Alsoit is usedto
seethe results of different decision that wemight bemakingin ourproject.
ThroughT
reeDiagramwelearnhowdifferent
decisioncanaffect ourproject.Howdoinga
processindifferent waycanhaveaneffecton
ourproduct.Or
T
reeDiagramwill helpusinbetter
understandingofthesituationandourfuture
decisions.
30. 8.2.2 Perform Quality Assurance: T&Ts
8.2.2.1 Quality Management and Control Tools
• Besideother available tools,in quality assuranceweusall thetools that areusedin
PlanQuality Management andControl Quality Processes
Network Diagram: Network Diagram shows
how activates are connected to each other. It
helps us understand when are we going to
apply our quality procedures
Matrix Diagram: The matrix diagram shows
relationship between factors, causes, and
objectives.
31. 8.2.2 Perform Quality Assurance: T&Ts
8.2.2.2 Quality Audits
• Qualityauditsareindependentreviewsofthequalityprocessesandproceduresof
anorganization.
• Quality audits candonerandomly or onscheduledbasesandcanbecarried
externally or internally
.
• Quality audits canconfirm implementation of approvedchanges, correctiveactions,
preventive action, ordefect repairs.
8.2.2.3 Process Analysis
• In ProcessAnalysis weimplemented theplan outlined as“ProcessImprovement
Plan” which wasanoutput to PlanQualityManagement process
• Hereweuseroot-causeanalysis which will helpusidentify problems in our
processesandtakepreventiveactions.
33. 8.3 Control Quality: ITTOs
1.Project Management
Plan
2. Quality Metrics
3. Quality Checklists
4.W
orkPerformance
Data
5.Approved Change
Requests
6. Deliverables
7. Project Documents
8. OP
A
1.SevenBasic
QualityT
ools
2.Statistical
Sampling
3. Inspection
4.Approved change
requestsreview
1.Quality Control
Measurements
2. V
alidatedchanges
3. V
erifieddeliverables
4. W
orkPerf Info
5. Change Requests
6. Project Docupdates
7.Project MangtmPlan
updates
8. OP
Aupdates
Input Tools & Techniques Output
In Control Quality we monitor and record results from executing the quality
activities. We do this mainly for two reason:
1. To identify the cause for poor quality and request change, and 2 Validate the
deliverables to be accepted by stakeholders.
34. 8.3 Control Quality
More Quality Concepts
Prevention Vs
Inspection
Prevention is about
keeping errors out of
process, and
Inspection is about
keeping errors out of
hands of the
customer
Tolerance Vs Control
Limits
Tolerance is a
specified range of
acceptable results,
and Control Limits is
about specifying
boundaries for a
stable process
Attribute Sampling
Vs Variable Sampling
The result of an
attribute either
conforms or does not
conforms, and the
result of variable is
on continue scale
with a degree
conformity
35. 8.3.1.1 Project Management Plan
• QualityManagementPlanofthe Project Management Planis used
8.3.1.2 Quality Metrics
• It describes project or productsattributesandhowthey will bemeasured.
• Someexamplesare: FunctionPoints, MeanTimeBetweenFailure (MTBF), andMeanTimeto
Repair(MTTR)
Function Points: In IT, Function Points are used a unit of measurement to count the
number of function an information system providing to a business. The same as we use
hours to measure time.
MTBF: it shows the reliability of product. It specifies the time between two failures that a
product can have. For example an hard disk will have a failure after 300,000 hours.
MTTR: is the average amount of time a device or product will need to be repaired for a
given failure.
8.3.1 Control Quality: Inputs
36. 8.3.1.3 Quality Checklists
• Alist that will help usverifythat ourwork will fulfill the requirements of the product.
8.3.1.4 Work Performance Data
• ThedatagatherfromactualwhichcanincludeplannedVsactualscheduleperformance, cost
performance andtechnicalperformance
• Thechangesrequestedmayincludedefectrepairs whichneedsto qualitycontrolled and
verified
8.1.3.5 ApprovedChangeRequests
8.3 Control Quality: Inputs
37. 8.3.1.6 Deliverables
• Deliverables are validatedin Control Qualityprocess.
8.3.1.7 Project Documents
• Agreements, qualityauditdocuments,trainingplansandtheir assessment,process
documentation
• Organization’s qualitypolicies,defect reporting procedure,andcommunicationpolicy
8.3.1.8 OP
A
8.3 Control Quality: Inputs
38. 8.3.2.1 The Seven Basic Quality Tools
• Thesewereexplainedin 8.1.2.3
8.3.2.2 Statistical Sampling
• Asdefined in the QualityManagementPlan,samplesareselected andtested
8.3.2.3 Inspection
• Inspectionrefers to the examinationof the product in order to determinewhetherit according
to the documentedstandards.
• Inspectioncanberelated to asingleactivity,part of product,or thewholeproduct.
• Inspectionarealsocalled,review,peerreviews,audits, orwalkthroughs.
• Inspectionsarealsousedtovalidatedefect repairs.
8.3.2.4ApprovedChangeRequestReviews
• All theapproved changerequests are reviewedtoverify they areimplementedasapproved.
8.3.2 Control Quality: T&Ts
39. 8.3.3.1 Control Quality Measurements
• Control QualityMeasurements are the resultsof Control Qualityprocess
• Theseare inputto Perform QualityAssuranceprocess
8.3.3.2 Validated Changes
• Whenaproductis changedorrepaired afterapprovedchangesareimplemented,the change
or repair isvalidatedinControl Quality process.
• Thisis doneusingReviewApprovedChangeRequeststechnique
• Thechangeorrepaired doneis eithervalidatedorrejected
8.3.3.3 V
erifiedDeliverables
• Ofthe goalsof Control Qualityis to verify the correctness of deliverables
• Thusdeliverablesare eitherverifiedorrejectedfor repairor change
• Theverified deliverablesbecomesinputto ValidateScopeprocesswherethey are formally
acceptedor rejected.
8.3.3 Control Quality: Outputs
40. 8.3.3.4. Work Performance Information
• WPIis performance related data that is output to manymonitoringandcontrolling
processes
• In this processWPIwill showprojects achievement of therequirements, information
aboutrejectionsandreasonsfortherejections, alsoreworkrequiredandneedfor
changeinquality processes
8.3.3.5 Change Requests
• Changerequests in the formof rework, repair, changeto management planetcare made.
• QualityManagement Plan, and
• ProcessImprovement Plansmight beupdated
8.3.3.6 Project Management PlanUpdates
8.3.3 Control Quality: Outputs
41. 8.3.3.7 Project Document Updates
• Agreements, quality audit documents, training plans and their assessment,
process documentation
• Completed Checklists: When checklists are used, the documented
checklist becomes part of project document and OPA
• Lesson Learned Doc: The causes of variances, the reasoning behind the
corrective action selected, and other types of lessons learned stored as
OPA
8.3.3.8 OPA updates
8.3.3 Control Quality: Outputs
