Sexton_Jay_MPM357_IP5

QUALITY MANAGEMENT INTEGRATION PLAN 1
MPM357-1404B
Management’s Role in Quality Assurance
Phase 5 Individual Project
Final Key Assignment
Jay T Sexton
Colorado Technical University
12/22/2014

Table of Contents
Table of Contents........................................................................................................................2
Project Outline.............................................................................................................................3
Project Description.................................................................................................................3
Project Deliverables................................................................................................................3
Organizational Readiness for Quality Management...................................................................5
Quality Systems Used Today..................................................................................................5
Organization’s Readiness to Incorporate Quality...................................................................6
Additional Support Needed....................................................................................................6
Quality Systems Analysis............................................................................................................8
Pros and Cons of at 3 or more Quality Systems.....................................................................8
Quality System(s) Appropriate for Project.............................................................................9
Quality Dimensions and Criteria...............................................................................................10
Quality Process Improvement Tools and Techniques...............................................................13
Quality Process Improvement Tool and Technique Used by 4-3ID.....................................13
Implementation and Benefits of Selected Quality Process Improvement ...........................14
Impacted Processes of Implementation of Tools and Techniques........................................15
Lean Six Sigma Value Stream Mapping Flow Diagram......................................................16
Quality Performance Monitoring and Control..........................................................................17
Quality Monitor and Control................................................................................................17
Budget Cost to Implement Lean Six Sigma.........................................................................19
Cost of Quality Calculated....................................................................................................20
Quality Performance Tools and Techniques uses in Monitoring and Control.....................21
Three Levels of Quality Management.......................................................................................24
Quality Performance Communication Plan...............................................................................27
Communications Plan Reports..............................................................................................26
Communication Meetings.....................................................................................................27
Final Closure Process............................................................................................................28
References.................................................................................................................................29

Project Outline
The project that is to be completed is in support of 4th Brigade, 3rd Infantry Division
stationed at Fort Stewart, Georgia. This will be a government contracted support requirement to
design and develop a SharePoint 2010 Interactive data document library web site. The unit
currently uses a physical shared hard drive which requires physical hard drive space for storing
data. The unit has request that JTS consultants firm who is the units embedded information
technology daily support to provide a newer, method for being able to store data with in some
kind of database management system.
Project Description
JTS consultant will design a SharePoint 2010 interactive data document library web site.
Inside this web site all SharePoint users will be able to store, check-in, and review important
intelligence information into a specific web site. This data will be stored as a content material
save into a Microsoft Structured Query Language database management system on the backend
SQL server. The End-user will have access to this database across the worldwide internet and not
only will be able to Save and review, but will also be able to check-out and extract this data to
local hard drives for use in intelligence tactical missions.
Project Deliverables
In the initial and kick-off meeting with the Command and staff, stakeholders, and section
staff, JTS consultants completed stakeholder's introductions, end-users interviews, conducted
requirements gathering and mock-up ideas from the customer to help design and develop the
specific product for the military unit. The united provided an estimated time schedule and cost
estimate and beginning start date for the project. $-3ID also requested and agreed upon weekly

progress reports to be briefed weekly on Monday's of each week to help track project progress.
The following are the deliverables the 4-3ID wanted accomplish
• Data migration from old physical server to new virtual content database
• DOMAIN account login, password access and permissions
• Use of Windows Explorer version 10 as the web-based interface tool
• Organizational graphics, banner, and easily maneuvered usable layout with daily
combat readiness, task completion, significient activities, Outlook Calendar, and
document libraries for documents, images, and multi-media data storage
• Hierarchy navigation menu and a fill in the blank search option window
• SharePoint workspace with Microsoft Word, Excel, PowerPoint, and Outlook
interaction
• Site Logout requirements
• Publish Web site on DOMAIN and internet
• Close out of older Physical Share drive hard drive storage device.

Organizational Readiness for Quality Management
With the United States Military in the business to protect and serve domestically
or far away on foreign soil. The one thing the military takes serious is Quality management. In
ever aspects of the military's tactical and strategic operations ensuring that the most accurate
collection, analysis, and synthesis of Intel data helps in the military's decision making process
and daily operations. It is very vital that the 4-3ID has a database management storage system to
store and save data in and that the quality of that data is kept to the highest level of security
standards.
Quality Systems Used Today
The current Quality systems that the Army uses today is twofold. The systems are known
as the ISO9000 and the Six sigma quality systems. ISO9000 is a set of standards published by
the international Organization for standardization (ISO). This is a quality assurance system that
is used to define, establish and maintain quality in most business projects (Rouse, 2000). The
ISO 9000 is a set of guidelines, procedures and requirements that has one aspect and that is it is a
process-oriented approach on quality. These standards are to be used to increase efficiently and
customer satisfaction. The Six Sigma quality system is a data-driven advance to examining,
managing , and improving operational performance through stopping or preventing errors in
processes and projects. " One of the guiding principles behind Six Sigma is that variation in a
process creates waste and errors. Eliminating variation, then, will make that process more
efficient, cost-effective and error-free" (Villanova, 2014). The Army uses these two quality
systems combined because the Army must review all aspects of operations as tactical and
strategic mission change at any time during the project support.

Organization’s Readiness to Incorporate Quality
4-3ID is a unit that prides itself on the accuracy of the completion of their missions. It is
imperative that all leaders be involved in the quality improvement of any project. Leaders are
responsible for improving an organization's tactical and strategic operation systems ensuring
that a good quality improvement system is part of every project. It is the plan of 4-3ID to
conduct weekly progress meetings to review project progress and quality of the separate iterative
and incremental frameworks production. It has been discussed to perform spot checks on project
design and production to ensure the development is meeting the customer's requirements, goals,
and project objectives.
4-3ID is ready to improve quality by examining a programs purpose, scope, and value in
fostering a good quality system approach 4th Brigade will succeed at this by implementing
quality program leader involvement, implementing well written quality program policies and
procedures, and by stipulating project members roles and responsibilities being defined by
strategies and quality related goals. The quality system must also ensure units vision philosophy
is within available resources, make certain the quality system is coherent to identifying design
risks and promote risk resolution, and helps in understanding quality system strengths
enhancement and weaknesses improvements (Meisenheimer, 1997). 4-3ID will implement
quality assessment analysis, quality project checklist, routine spot checks, end-user testing to
ensure project is fault free and quality assurance is at the highest level possible.
Additional Support Needed
When any organization implements quality system it is vital to involve as many resources
as possible. These resources vital in improving processes, products, services and overall culture.

When you think of resources most people think of guidelines, policies, and procedures. When
looking at a great quality management system it is necessary to involve all of the following
resources:
• Customer involvement (ASQ, N.D.)
• Stakeholder involvement (ASQ, N.D.)
• Employee involvement (ASQ, N.D.)
• Suppliers processed-centered input (ASQ, N.D.)
• Department integrated system involvement (ASQ, N.D.)
• Vendors and maintenance involvement
• Quality Management personnel
• Administrative Management
• Project design team manager and personnel (ASQ, N.D.)

Quality Systems Analysis
A good quality system is vital for any organization to comprehending activities,
incentives, plans, policies, procedures, guidelines, resources, responsibilities as well as the
communications required to devise and put into action a total quality management approach
(BusinessDictionary, 2014). When it comes to quality system it is hard to determine which is
best to use. In the following sections we will cover the pros and cons of at least three different
Quality systems and then determine the most appropriate QS for the project.
Pros and Cons of at 3 or more Quality Systems
ISO 9000 (RFB, 2014)
Pros: Cons:
1. Increased marketability 1. Poor understanding of ISO standards
2. Reduced operational expenses 2. Inadequate established funding
3. Better Management control 3. Heavy emphasis on documentation
4. Increased customer satisfaction 4. Process length
5. Improved internal communications
6. Improved customer service
7. Reduction of project-liability risks
8. Attractiveness to investors
Six Sigma (SixSigma, 2010)
Pros: Cons:
1. Customer driven 1. Applicability according to specific task
2. Rise of profitability and reduction is costs 2. Emphasis on rigidity
3. Increase on return on sales, investment, 3. Promotes outsourcing with a lack of
accountability employment and stock 4. Control and employee dedication hard to achieve
value growth 5. Real time barriers must be resolved
4. Focuses on process improvement
5. Focuses on prevention on defects
6. Top down approach ensures good thing
is capitalized and bad thing is quickly

removed.
Capability Maturity Model Integration (CMMI)
Pros: Cons:
1. Culture for maintaining quality in 1. CMMI suitable for every organization
projects
2. Uniformity in documentation 2. Overhead in documentation
3. Incorporation of software engineering 3. Requires additional resources and knowledge
best practices
4. Cost savings due to less effort, defects, 4. Require great amount of time and effort
and rework
5. Increased productivity 5. Requirement shift in culture and attitude
6. On-Time deliveries
7. Increased customer satisfaction
8. Overall increased return in investment
9. Decreased costs
10. Improved productivity
Quality System(s) Appropriate for Project
The best quality system to use by 4-3ID is the Capability Maturity Model Integration
(CMMI). CMMI is used to develop a framework that permits integration of future models,
improves best practices based off lessons-learned, used to create an related set of assessments
and training products, and lastly the assembly of an initial set of integrated models. This was a
joint venture by industry, government, and the software Engineering Institute. This CMMI model
provides a prearranged view of process improvement through an organization. It is used to
incorporate conventionally different organizations, set process development goals and
priorities, makes available guidance for quality processes, provides a tool for assessing current
practices. 4th Brigade, 3rd Infantry division is an organization that likes structure in all
operations that they complete and the advantages and disadvantages relate to how 4-3ID does
business on all projects

Quality Dimensions and Criteria
Once the quality system has been analyzed and the appropriate quality system has been
chosen it is time to use David Garvin’s eight dimensions of quality to assess, verify and validate
each quality assurance measure to see if they meet the customers’ requirements, objectives,
wants and needs. To accomplish this it is vital to use a quality dimension criteria matrix to make
visible each dimension, descriptions of dimension terms and the criteria to measure each term
against the dimension. Quality is a broad subject that covers different aspects of every business’s
or organizations requirements. To incorporate the eight dimensions of quality helps in
developing quality into a project or service. (learnmanagement2, N.D.). The following matrix is
the quality dimension criteria matrix that lists the terms and measure criteria’s for our project.

Quality Dimension Criteria Matrix
Quality
Dimension
Desription of
what it is in
terms of
project
Criteria to mesure
Meets or
Exceeds
Crieria (yes or
No)
Performance
Processor Speed 233GHZ
or larger, 4 GB memory,
1000m Ethernet bandwidth,
malware and virus security
End-user testing to
verify and validate
operating system,
network and application
performance
Features
Usernames, passwords,
SharePoint web parts,
SharePoint designer
graphic, navigation menu
and search options,
Microsoft workspace and
office interconnections
capabilities
Stakeholder visual
appeal and end-user
testing
Reliability
Internet web browser
connections, Bandwidthe
usage, Microsoft outlook
messaging, web browser
internet setup, access
cookies, and limit
downloads
Network operations
monitoring using
wireshark or netwitness
third party network
monitoring software
solar winds, Microsoft
Security Center
Operations management
(SCOM) and end user
browser interaction
Conformity
Banner and organizational
graphics layout, SharePoint
and third party web parts
customized to customer
requirements
Visual inspection of
organizations web page
customerization,
Webpart usage
incompliance of
customers wants and
needs

Quality
Dimension
Desription of what it is in
terms of project
Criteria to mesure
Meets or
Exceeds
Crieria (yes or
No)
Durability
Multiple Client
connections, use of all
features by numerous users,
permission control, and
long duration workspace
control
Group testing for
confirmation of multiple
user connections,
permission access, and
workspace use and
aceptance
Serviceability
SQL database Snapshots,
Operating systems full
backups, unused user
accounts and permissions,
software packets, security
updates and patches
Administrator
management, System
backup and restore,
snapshot procedures,
overall database
manipulation and
software updates and
repairs
Aesthetics
Completion of customer
and end-user development
with end-user simplicity
incorporated
Stakeholders, End-users,
Department users,
technical team,
designers, anayst,
developers,
rwequirement and
progression meetings
and interviews
Perception
Best quality web site
design, development,
publishing and application
management
End-users and
administrators hands-on
training of setup,
administration, site
design, layout, and
publishing sites
QDC Matrix Figure 1

Quality Process Improvement Tools and Techniques
In the development of the SharePoint 2010 data document library web site, it is very important to
determine the best quality process improvement tool and technique that suits the project. There is
a multitude to chose from. We could look at Six Sigma, lean thinking, Kaizen, Kandan, Five Ss
and valued stream mapping, but for this project no one single quality process improvement will
work. It is believed that there must be a combination of quality process improvement tools and
techniques to provide the best quality results for the United States Army 4th Brigade, 3rd
Infantry division. The use of Six Sigma, Lean management, Brainstorming benchmarking and
flowchart brings a better concept of quality process improvement tools and techniques.
Combining all of those bring to the table a newer process called Design for Six Sigma.
Quality Process Improvement Tool and Technique Used by 4-3ID
This is a methodology that is used in designing from scratch or for re-design of a project
or process to one that will continuously meet customer requirements, wants and needs with the
quality level of Six Sigma process improvement. This method brings the ability to the table to
get any process right the first time while maintaining a low cost of change and the highest level
of ease of implementation (Morestream, N.D.) Six Sigma is already a quality process
improvement tool and techniques uses along with brainstorming ideas and operations,
benchmarking parts of product to specific dates in order to verify and validate the best quality of
work on a project. Also since the Army is big on visualization of operations they use
flowcharting continuously to help show the effects and results in quality. Six sigma uses a five
phase framework; define, measure, analyze, improve, and control. The army uses this in all
aspects of operations. Now let's add the lean!

What is lean? It is a set of tools used to reduce waste connected from beginning to the
end with the flow of materials and information. Lean helps identify steps that do not matter or
bring value to business process. This is known as streamlining production to improve quality and
gain customer loyalty and satisfaction. Now add lean with Six Sigma and you find it to be a
strong business and data-driven disciplined approach in decreasing waste while minimizing
defects in any process. Value Stream mapping is a Lean Six Sigma process improvement
technique, which assesses and documents existing processes while helping with future designs
and generated plans to meet a business’s desired future states (TacomaWU, 2014). Since the
Army is all about completing projects fast, the use of Lean thinking (management) to improve
their problem solving processes, reduces waste, and increases speed when working to solve
many different problems. Then they follow the lean with the Six Sigma which they use to focus
on improving quality, identifying and decrease or stop variations in the processes.
Implementation and Benefits of Selected Quality Process Improvement
4-3ID is a brigade that must operate on the move during any tactical and strategic
operation. They have to ensure all processes they use are identified quickly, or not wasteful, can
be accomplish with great speed, and without issues. The Army feels the best way to accomplish
this is to use Lean thinking. In that during the development of their SharePoint 2010 data
document library web site they will conduct a brainstorming meetings. During these sessions
they will conduct value stream mapping in the form of a flowcharting so they can visualize all
the specific processes and procedures that will have to be accomplished in the development of
this project. The Army will have to look hard at the technical and physical systems they use to
determine what changes are needed to reduce or stop waste. To accomplish that they will
conduct weekly progress meetings to review development, submit changes and validate progress

results. The 4th
Brigade organization will monitor over production, stop waiting, improve on the
processing, inventory, and distribution of all products while ensuring forward development
motion continues with minimum or no defects in the intelligence information products they
collect and create. They plan on using the Five S’s which will help by sorting priorities, set
standards, scrub results, standardize production procedures and sustain production while limiting
waste and improving quality of all products created. Next the Brigade will implement the Six
Sigma tools and techniques by defining development procedures and standards, measuring the
production process weekly against current progress, analyzing development progress results
against timelines, improve on possible collection and production issues, and control quality,
value, speed , and issues in accomplishing their mission. Using these will benefit how 4-3ID will
finish the development of the project, cut waste and speed overall tactical and strategic
operations, enhance collection and creation of all intelligence products stored on the new web
site.
Impacted Processes of Implementation of Tools and Techniques
The processes that will be impacted by using these tools and techniques will be the speed
in connecting to and navigating through the new SharePoint data document library web site. The
interconnection of the SharePoint server to the Structured Query Language (SQL) server will
increase production speed and quality of database management. The web site layout, design, and
web part usage will ensure no wasteful operations. Lastly by providing a great digital capability
to all users will improve customer loyalty and satisfaction in the operational standards used by 4-
3ID .

Lean Six Sigma Value Stream Mapping Flow Diagram

Quality Performance Monitoring and Control
When the quality process improvement tools and techniques have been established and
laid out it is then important to determine how to monitor and control quality of performance.
What is quality performance monitoring and control? It is those processes that have to be
tracked, reviewed, and organize any project progress and feat of a project to meet the customers
performance objectives and goals (Sharma, 2013). When monitor and control is performed it is
where one must collect, measure, and circulate performance information while continuing to
assess dimensions and tendencies to effect process improvements. The tasks, efforts, and
resources for this quality performance monitoring and controlling have already been described
earlier in this plan.
Quality Monitor and Control
During the development of this project the organizations currently used quality system
was a combination of ISO9000 and Six Sigma quality systems. Once the organizations readiness
to incorporate quality was determined that it would require weekly progress meetings to help
review progress and identify issues and risk. To do this it was discovered that the best way to
monitor and control quality would be to establish a monitoring and controlling process group.
This team was made up of both project team members and organizational members. the reason
this group was formed was because the organization wanted to oversee processes performed in
during project execution in order to find potential problems. This method allows issues or risk to
be identified rapidly so corrective action can be performed before the issue or risk becomes a
catastrophic issue or risk. The benefit for forming this group is the project performance is
inspected and measured periodically to find differences from the project plan.(Reinoke, 2006).
The additional support needed section details the personnel resources needed to have a strong

Quality monitoring and control program. 4th Brigade 3rd Infantry Division decided early on that
the tasks, efforts, and resources would consist of the following requirements:
• Implementation of quality program leader involvement
• Creation and establishment of well written quality program policies and procedures
• Setting project members roles and responsibilities
• Establishing and defining strategies and quality related goals.
The organization determined that the quality dimensions that were vital to the success of
the system upgrades and the development of the new web based interactive document library
web site. Making sure to measure performance, features, reliability, conform, durability,
serviceability, aesthetics, and perception would help with the quality of the project. In order to be
able to accomplish this 4-3ID decided to change their quality process improvement method to
combine the following tools and techniques to ensure the best Quality assurance capability:
• Six Sigma: a methodology strategy that uses a six process technique to help monitor and
control variability and waste. The use of Six Sigma DMADV will help define, measure,
analyze, design, and verify the development of new processes or products while still
maintaining Six Sigma quality levels (Six Sigma, 2000).
• Lean management: a four step process used by organizations that believes continuous
improvement, by breaking down projects into small incremental parts will improve
efficiency as well as quality. This technique looks to do away with waste of time, effort
or cost by reassessing the organizations current processes cutting out unneeded steps
(Rouse, 2007).
The Lean management principles are:
• Define Value from the end-user standpoint

• Identify and eliminate process steps that have no value to the project
• Enforcing value-creating steps operate in tight sequences
• Repeat first three steps repeatedly until waste has been stopped
By using the Lean Six Sigma process and adding brainstorming, benchmark, and flowchart tools
and techniques will ensure the best quality monitoring and control.
Budget Cost to Implement Lean Six Sigma
4-3ID and the department of the Army feel that the cost to improve the quality process
improvement will be in the two hundred thousand dollar ($200,000.00) range. The reason is
because to train new resources on quality management, establish quality assurance program and
implement new policies and procedures as well as requiring all project team members to be
trained in the new techniques will take time and training. This will mean that the Army will have
to hire an outside quality management firm to help make and document all required needed
quality process changes to the current quality monitoring and control standards. This additional
cost will be training certification, quality documentations and placement of a specific Army
Action Officer to manage and oversee quality process of the project.
Action Officer Position $ 70,000.00
Cost of conformance overall $ 20,000.00
Prevention cost estimated $10,000.00
Appraisal cost estimated $10,000.00
Cost of Nonconformance overall $ 25,000.00
Internal failure costs estimated $15,000.00
External failure costs estimated $10,000.00
Total Quality Management Cost $ 45,000.00

Perform Quality Assurance Total cost $ 40,000.00
Audit quality requirements estimate $20,000.00
Conduct process Analysis estimate $20,000.00
Control Quality Total Cost $ 30,000.00
Monitor and document QA results estimates $20,000.00
Develop required charts and diagrams Estimate $10,000.00
Conduct Quality Training certification $15,000.00
Overall cost of quality budget $200,000.00
Cost of Quality Calculated
With any project t is important to understand the three constraints to any project and they
are; scope (quality), time, and cost. Anyone of these constraints cannot be changed with directly
affecting the other two. Scope is basically the objectives that must be accomplished. Time refers
to the length of time it takes to complete the project, cost relates to the budget amount for the
project. To calculate the cost of quality you must use the scope equals time times resources or
scope=time x resources. Since scope is the same as quality we could say quality=time x
resources. Resources will represent personnel or budget. An example is if one technician can
image a laptop in one hour that does not mean that ten technicians can image ten laptops in 6
minutes. The next way cost of quality can be calculated is using three-point estimating technique.
In this process the precision of a point action cost estimate might become improved by
eliminating estimation uncertainty and risk. This is accomplished by accomplishing three
estimates to detail a range cost of a said activity. The three estimates are;
• Most likely (cM), cost based on real effort analysis of work and expenses

• Optimistic (cO), cost based on best-case scenario analysis of an activity
• Pessimistic (cP), cost based on worst case scenario analysis of an activity.
To determine the expected cost (cE) the following formulas can be used
cE = (cO+cM=cP)/3 if your are determining triangular distribution or cE = (cO+4cM+cP) /6 for
beta distribution. Using these techniques will ensure the cost of quality is calculated properly for
any Project (PMI, 2013).
Quality Performance Tools and Techniques uses in Monitoring and Control
The two primary quality performance tools that 4-3ID will continue to use is
Benchmarking and flowcharts. Benchmarking allows 4th brigade to break down all process into
stages or phases that they can manage, monitor and control with less risk and problems. The
benchmark stages we will list will make it easily to monitor and control quality. We will define
monitoring and documenting quality activities. Next we will measure and assess the baseline
quality input processes. Then we will analysis the processes and isolate the top causes that effect
quality assurance and determine the best tool and technique to provide a visual display.
Understanding the top causes found during analysis will help Improve control or eliminate those
causes to accomplish highest level of quality performance. Lastly Control stands alone because it
is about maintaining changes found during the improve stage of the benchmarking process.
Flowcharting which is and has always been real big in the Army most staff officers feel that
creating a flow chart allows every stakeholder and resource the ability to visualize the flow of the
work or project progression. The below work breakdown structure and will show you how the
project has been broken down into five different parts to make it easier to monitor and control.

In conclusion 4th Brigade 3rd Infantry Division is now truly concerned with monitoring
and controlling quality performance of all their projects. The organization feels changing from
the combine techniques of ISO9000 and Six Sigma to lean management with Six sigma will be a
better quality performance improvement process. The organization wants to stop or minimize
waste while ensuring variances of products as well as improving time, lowering cost, increase
efficiency and improve overall quality.

Three Levels of Quality Management
Upon completing the quality performance monitoring and control for the quality
management integration plan it is important to discuss the three levels of quality that every
organization should be concerned with. The three levels are, organization, process, and
individual quality. When an organization works to manage these three levels they establish a
process environment that supports quality awareness training, effects culture change efforts,
quality performance, and problem solving techniques (Brache & Rummler, 1987). When
working with quality management to go along with these three levels we must implement three
key processes, Establishment of quality criteria's and standards which goes with the
organizational level, measuring quality of deliverable which will be accomplished during the
process level and then finally enhance quality achievement that will be work on during the
individual level of the three levels of quality.
Organizational Quality Level
In order to evaluate an business at the organizational level requires that both the strategic
and system definitions must both ensure that the organization is doing the right thing when it
comes to quality management. When you review the both definition of an organization it can be
expressed by questions and how they are answered. Questions could be about an organization's
mission, the products or services produced, competitive pros, internal and external customer's,
role of quality, priorities which drive resource allocations, its strategic goals, and finally the
measurement of the effectiveness of the strategy. When each are considered they must be look at
current and future goals. In the organization level a business must define and manage quality.
To define quality requirements relate to the customer that receives a produced product or
service and whether the customer fines them meeting their expectations or not. In determining

these quality requirements we also can determine productivity and cost requirements because
both relate directly to quality. A business normal uses a four stage quality process of standards.
Those standards are customer-focused through analysis and benchmarking, customer-focused
through analysis of customer needs, internal quality standards and no standards at all. In
managing quality any organization has to seek out customer satisfaction through interviews and
surveys to determine if quality is meeting the customer's desires.
An organization must use customer driven performance standards to set goals, solve
problems, determine performance appraisals, compensate through incentives, share nonfinancial
rewards and allocate resources (Brache & Rummler, 1987). For the organizational level of our
current project it is vital to define what the customer wants as standards of quality and ensure
that those policies and standards are implemented into the project production and development
process, so that the SharePoint web based data storage document library will provide the highest
level of quality to every customer that uses it without error.
Process Quality Level
At the process level an organization is described by processes that are step-by-step
actions used to produce it products or services. In looking into the process level of an
organization there are three areas of concern that must be understood. These three areas are
defining key processes, defining process quality, and managing process quality. The most
important area is managing process quality. Managing process quality starts with defining the
key processes of a project which are processes that effect the customer. How can the key
processes be defined? This can be accomplished by simply looking what is important to a
customer, what inputs motivate movement in an organization, which process has the most effect
on an organization, and what processes have potential for improvement? Answering these

questions helps narrow the break linking goals and performance. To define process quality at
the process level starts by identifying customer requirements which are changed measurements
that move one or many internal measures in the product or service process. Managing
organization quality is accomplished through searching for product or service improvement
opportunities (Brache & Rummler, 1987).The best way to manage process quality is for an
organization is to map out performance measures and install them into the production process.
This gave an reduction in the end result of process improvement during the total process cycle
time.
Personnel (Individual) Quality
In today's market society wants high-quality work at a cheap price but this is limited
manufacturing systems that cannot support it. Individual quality is the back bone of any
production or service process. Since humans are just one component of the performance system
which receive input and produces output that changes the way he conducts the future process
through feedback. To define personal quality requires setting standards at the personal level for
key outputs. These standards are set at the organization and process level which sets the personal
quality standards that become "accuracy, completeness, innovativeness, reliability, ease of use,
timelines, volume, rate, cost, and flexibility" (Brache & Rummler, 1987). In managing personal
quality means managing people and how they perform. A persons performance can be changed
by four factors, direction and expectations (clarity, standards, adequacy, knowledge), positive
and negative consequences, feedback, and physical and emotional ability affects personal
quality. If an organization wants to be able to manage personal quality the key factor is it must
manage personal work sequences

Quality Performance Communication Plan
The Quality Performance Communications Plan describes the different types of information that
details quality of project or products that needs to be distributed, the sharing methods used to
stakeholders, the promptness of delivery and tasks of each person on the project team for
distributing information repeatedly to stakeholders. Implementing a comprehensible
Communications Plan is critical to the accomplishment of the any project to ensure that all
resources continuously work towards the acknowledged objectives. A Communications Plan
should contain stakeholder requirements, the schedule of communication meetings and methods,
and a matrix of resources and their responsibilities that are involved in the meetings (Method123,
2007).
Communications Plan Reports
There is many different types of reports that will be presented in a communication plan
but for our current project the following are reports will be conducted and provided to the
customer:
• "Weekly Quality Management Reports
• Quality Control Reports
• Inspection and Test quality Control audit Records
• Nonconformance Reports
• Risk management reports
• Change Reports
• Performance Reports " (Calderia, 2014).

The weekly quality management report details all the deliverables project coding scheme
that was accomplished, which task will be conducted the following week and any issues found
during that week and how they were resolved. Quality Control report is a checklist of the process
that have to be accomplished in order for the end result to work while meeting the objectives and
goals. The inspection and test records are each of the test cases deliverable and how they
conform with or do not conform with the project deliverables. IF any task is found not to
conform then the nonconformance reports provides details of why this process or task does not
meet the objectives and goals and how the task will be resolved. Risk management reports list
any risk that have happen as well as the nonconforming issues that truly would affect the quality
of the project and describe the resolution of those risk and changes. Performance reports will be
part of the weekly quality management report but can stand alone if a performance issue is
identified before the weekly meeting that needs immediate attention to resolve before the project
can move to the next task.
Communication Meetings
4-3ID set a standard of a weekly progression meeting weekly where the project task, risk,
nonconformance issues, quality management, project progress and change measures could be
discussed. This meeting will be conduct every Monday at 8:00 am so that the organization can
review last week's accomplishments, issues or failures and then discuss changes and upgrades
needed to progress through the next week. If no issues are discovered through the project then
the current timeline and project schedule will continue, but if any issue that affects performance
and quality are discovered then the organization will map out how to resolve or fix the
discovered issue or change. The organization Action officer will hold the meetings but the

project lead will be the briefer to the action officer to keep the organization up-to-date on project
progression and quality assurance.
Final Closure Process
The final closure process would be the fixing of any quality issue that would make the
project not meet the customers objectives, goals and scope of the organization. This will be
reported in the quality management report, quality assurance and result of test execution report
and then finally with a project closure report. The project closure report provides information
covering the purpose, goals, summary project metrics performance, project closure task. In the
Project closure task detailing the issue, risk, and quality management sections describing the end
results to ensure closure of the quality assurance issues, as well as the project its self.

References
ASQ. (n.d.). Total Quality Management (TQM), Retrieved 23 November 2014 from
http://asq.org/learn-about-quality/total-quality-management/overview/overview.html
Brache, A. & Rummler, G.. (1987). The Three Levels of Quality, Retrieved 18 December 2014
from http://www.performancedesignlab.com/wp-content/uploads/2012/04/42.-The-Three-
Levels-of-Quality2.pdf
BusinessDictionary. (2014). Quality system, Retrieved 23 November 2014 from
http://www.businessdictionary.com/definition/quality-system.html
Calderia, E.. (2014). How to Write a Quality Control Communication Plan That Works,
Retrieved 21 December 2014 from
http://www.firsttimequality.com/Blog/bid/72116/How-to-Write-a-Quality-Control-
Communication-Plan-That-Works
Garvin, D.. (n.d.) Dimensions of Quality, Retrieved 2 December 2014 From
http://www.learnmanagement2.com/dimensionsofqualitygarvin.htm
Meisenheimer, C.. (1997). Improving Quality: A Guide to Effective Programs, Second Edition,
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Method123. (2007). Quality and Communications Project Management Templates, Retrieved 21
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prettyPhoto
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Project Management Institute. (2009). A Guide to the Project Management Body of Knowledge,
[eBook ISBN-13: 9781935589679]. Retrieved from http://wow.coursesmart.com /
9781935589679/firstsection
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http://www.referenceforbusiness.com/small/Inc-Mail/ISO-9000.html
Reinoke, K. (2006). Project Management Process Groups, Retrieved 14 December 2014 from
http://www.mypmps.net/en/mypmps/processgroups.html
Rouse, M. (2000). ISO 9000, Retrieved 23 November 2014 from
http://searchdatacenter.techtarget.com/definition/ISO-9000
Rouse, M. (2007). lean management, Retrieved 15 December 2014 from
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Sharma, R. (2013). The Monitoring & Controlling Process Group: A definition, Retrieved 14
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project-monitor-and-control/
Six Sigma. (2000). What Is Six Sigma? Retrieved 15 December 2014 from
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