PMF-project Quality Management

Chapter
6:
Project Quality Management
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Project Management Fundamentals
Overview

Ini%a%ng Planning process Execu%ng

Monitoring Closing
process group
process group &
process
group
controlling group
process
group
Project

quality
management
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Plan Quality Perform Control

Management
Quality
Quality
Assurance
Overview
CraLspeople Mass-producNon & InspecNon StaNsNcal QC QA

Strategic Quality Management ( Q. Plan, Q. Assurance, Q. Control )
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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 fulll
requirements (ISO 9000).
Grade as a design intent is a category assigned to
deliverables having the same funcNonal use but
dierent 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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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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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 dened requirements. These approaches recognize the
importance of:
1.
Customer saNsfacNon:
o
2.
PrevenNon over inspecNon.

o
o
3.
is dened as conformance to requirements (P. Crosby) and tness for

use (J.M. Juran).
Quality should be planned, designed, and built intonot inspected into the
projects management or the projects deliverables.
The cost of preven9ng mistakes is generally much less than the cost of
correc9ng mistakes when they are found by inspec9on or during usage.
Management Responsibility.
o
o
Success requires the parNcipaNon of all members of the project team.

Management takes responsibility to provide suitable resources at adequate
capaciNes.
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Concepts
4. ConNnuous improvement (Kaizen):
o The PDCA (plan-do-check-act) cycle is the basis for
quality improvement as dened by Shewhart and
modied by Deming.
o Quality improvement iniNaNves such as Total Quality
Management (TQM), Six Sigma, and Lean Six Sigma could
improve the quality of the projects management as well
as the quality of the projects 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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ConNnuous
improvement examples
OPM3
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ConNnuous
Malcolm
Baldrige
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ConNnuous
CMMI
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10
Continuous
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.
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Concepts
5. Cost of Quality
.. should be less then..
<
A Guide to the Project Management Body of Knowledge, FiTh Edi9on (PMBOK Guide) 2013 Project Management
Ins9tute, Inc. All Rights Reserved. Figure 8-5 Page 235.
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12
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
benet 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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13
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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Inputs(2/2)
5. Enterprise Environmental Factors
include: governmental agency regulaNons; rules,

standards, and guidelines specic to the applicaNon area;
working or operaNng condiNons of the project or its
deliverables that may aect project quality; and cultural
percepNons that may inuence expectaNons about quality.
6. Organiza%onal Process Assets
include: organizaNonal quality policies, procedures, and

guidelines; the performing organizaNons quality policy, as
endorsed by senior management, sets the organizaNons
intended direcNon on implemenNng its quality
management approach; historical databases; and lessons
learned from previous phases or projects.
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Tools and
techniques(1/2)
1. Cost-Benet Analysis
The primary benets of meeNng quality requirements include

less rework, higher producNvity, lower costs, increased
stakeholder saNsfacNon, and increased protability. A cost-
benet analysis for each quality acNvity compares the cost of
the quality step to the expected benet.
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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16
Tools and
techniques(1/2)
5. Design of Experiments
Design of experiments (DOE) is a staNsNcal method for idenNfying

which factors may inuence specic 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-ve). 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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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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7 basic
quality tools
Cause & Eect Diagram (shbone diagram, Ishikawa
diagram) -> nd root cause of defect
Cause & Eect 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 wasnt gepng enough air.
Why was it not ge^ng enough air? Because the lter wasnt changed.
Why was the lter not changed? Because there was no prevenNve maintenance schedule to do so

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7 basic
quality tools
Flow Chart: show how process or system ows from
the beginning to end & how the elements interrelate.
E.g. The SIPOC Model as follow:
A Guide to the Project Management Body of Knowledge, FiTh Edi9on (PMBOK Guide) 2013 Project Management Ins9tute, Inc. All
Rights Reserved. Figure 8-6 Page 237.
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7 basic
quality tools
Histogram: data is displayed in the form of bars or
columns, The higher bar, the more frequent the
problem.
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7 basic
quality tools
Pareto Diagrams: is a type of histogram, but it arranges
results from most frequent to least frequent.
80% of problems
are due to 20% of
the root cause
PrioriNze potenNal
cause of the
problems

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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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7 basic
quality tools
Sca\er diagrams: show how two dierent types of
data relate to each other

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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.
SpecicaNon Limits (base on customers 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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7 basic
quality tools
Control charts
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7 basic
quality tools
Control charts
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Outputs
1. Quality Management Plan
describes how the organizaNons 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 conguraNon,
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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28
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 deniNons are used. The key benet of this
process is that it facilitates the improvement of quality processes.
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29
Inputs
1. Quality Management Plan
describes the quality assurance and conNnuous process improvement

approaches for the project.
2. Process Improvement Plan
the projects quality assurance acNviNes should be supporNve of and

consistent with the performing organizaNons 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 specied.
5. Project Documents
project documents may inuence quality assurance work and should be

monitored within the context of a system for conguraNon management.
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Tools and
techniques(1/2)
1. Quality Management and Control Tools
A Guide to the
Project
Management
Body of
Knowledge,
FiTh Edi9on
(PMBOK
Guide) 2013
Project
Management
Ins9tute, Inc.
All Rights
Reserved.
Figure 8-10
Page 246.
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31
Tools and
techniques(2/2)
2. Quality Audits
The objecNves of a quality audit may include:
IdenNfy all good and best pracNces being implemented;

IdenNfy all nonconformity, gaps, and shortcomings;
Share good pracNces introduced or implemented in similar projects in the
organizaNon and/or industry;
ProacNvely oer assistance in a posiNve manner to improve implementaNon of
processes to help the team raise producNvity; and
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 idenNed during process operaNon. Process analysis includes
root cause analysisa specic technique used to idenNfy a problem,
discover the underlying causes that lead to it, and develop prevenNve
acNons.
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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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Control quality
The process of monitoring and recording results of execuNng the quality acNviNes
to assess performance and recommend necessary changes. The key benets 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 specied by key
stakeholders necessary for nal acceptance.
A Guide to the Project Management Body of Knowledge, FiTh Edi9on

(PMBOK
Guide) 2013 Project Management
Ins9tute,
Inc. All
Rights
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Project
Management
Fundamentals
Reserved. Figure 8-11 Page 249.
34
Inputs
1.
2.
3.
4.
5.
6.
7.
8.
Project Management Plan
describes how quality control will be performed within the project.
Quality Metrics
describes a project or product atribute and how it will be measured.
Quality Checklists
are structured lists that help to verify that the work of the project and its
deliverables fulll a set of requirements.
Work Performance Data
include: planned vs. actual technical performance; planned vs. actual schedule
performance; and planned vs. actual cost performance.
Approved Change Requests
approved change requests may include modicaNons such as defect repairs,

revised work methods, and revised schedule.
Deliverables
Project Documents
Organiza%onal Process Assets
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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
nal 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 specic 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.
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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 noNcaNon of
the decision is provided. Rejected items may require
rework.
3. Veried Deliverables
A goal of this process is to determine the correctness

of deliverables. The results of performing this process
are veried deliverables
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37
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 fulllment such as causes for
rejecNons, rework required, or the need for process
adjustments
5.
6.
7.
8.
Change Requests (CR)

Project Management Plan Updates
Project Documents Updates
Organiza%onal Process Assets Updates
Include completed checklists and lessons learned

documentaNon
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38
Deliverables, CRs,
and Control Quality process
Approved
CR
CR
Perform
Integrated
Change Control
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Control
Quality
Veried
deliverables
Deliverables
Direct and
Manage Project
ExecuNon
Validated
CR
Control
Quality
Validate
Scope
Monitor and
Control Project
Work
Accepted
deliverables
Close
Project
39
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
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40
QuesNons
for review
You did the good job at this chapter. Please
complete quesNons for review before moving
to next chapter.
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Chapter

Project Management Fundamentals

Ini%a%ng Planning process Execu%ng

Plan Quality Perform Control

Project Management Fundamentals

CraLspeople Mass-producNon & InspecNon StaNsNcal QC QA

Project Management Fundamentals

STEVBROS - Global PMI R.E.P

STEVBROS - Global PMI R.E.P

PrevenNon over inspecNon.

is dened as conformance to requirements (P. Crosby) and tness for

Success requires the parNcipaNon of all members of the project team.

STEVBROS - Global PMI R.E.P

STEVBROS - Global PMI R.E.P

Project Management Fundamentals

Project Management Fundamentals

Project Management Fundamentals

Project Management Fundamentals

.. should be less then..

STEVBROS - Global PMI R.E.P

Project Management Fundamentals

includes scope baseline, schedule baseline, cost baseline,

aids in idenNfying those stakeholders possessing a

contains informaNon on threats and opportuniNes that

captures the requirements that the project shall meet

Project Management Fundamentals

include: governmental agency regulaNons; rules,

6. Organiza%onal Process Assets

include: organizaNonal quality policies, procedures, and

Project Management Fundamentals

The primary benets of meeNng quality requirements include

2. Cost of Quality (COQ) (details at previous slides)

involves comparing actual or planned project pracNces to those

Project Management Fundamentals

Design of experiments (DOE) is a staNsNcal method for idenNfying

involves choosing part of a populaNon of interest for inspecNon (for

7. Addi%onal Quality Planning Tools

Project Management Fundamentals

Project Management Fundamentals

Cause & Eect tool can be used to perform 5 Why ?

Project Management Fundamentals

Project Management Fundamentals

Project Management Fundamentals

Project Management Fundamentals

Project Management Fundamentals

Graphically help you to determine of a process is within

Project Management Fundamentals

Project Management Fundamentals

Project Management Fundamentals

describes how the organizaNons quality policies will be implemented and

2. Process Improvement Plan

details the steps for analyzing project management and product

some examples of quality metrics include on-Nme performance, cost

quality checklists should incorporate the acceptance criteria included in

5. Project Documents Updates

Project Management Fundamentals

Project Management Fundamentals

describes the quality assurance and conNnuous process improvement

2. Process Improvement Plan