Project Quality

Management
Quality Management

The process includes all activities of the performing organization that determine
quality policies, objectives and responsibilities so that the project will satisfy the
needs for which it was undertaken.

QUALITY – “ Conformance to requirements and fitness of use”

Quality Management

Prevention over Inspection

The cost of preventing mistakes is generally much less than the cost of correcting
them.

Customer Satisfaction
Understanding, Evaluating, Defining and Managing expectations so that customer
requirements are met. This requires the combination of Conformance to
requirements (the project must produce what it said it would produce) and fitness
for use (The product or service must satisfy real needs).
Gold Plating

Providing extra functionality, higher quality components, extra scope of work or

better performance.

• Gold plating adds no value to the project.

• Such additions are included based on project team’s impression of what the

customer would like. This may not be true.

Quality Management

Continuous Improvement (KAIZEN)

Small improvements in product or processes to reduce cost and ensure
consistency of performance.

Just in time (JIT)

An approach to decrease the amount of inventory there by decreasing in the
investments. This directs the company to improve quality because extra materials
are not available.
Quality Management

ISO 9000
A standard created by International Standards Organization to help ensure that
organizations have quality procedures and they follow them.

Total Quality Management (TQM)

A philosophy that encourages companies and their employees to focus on finding
ways to continuously improve the quality of their business practices and products.
Quality Management

6 Sigma – Quality Performance Standard

Quality Management

Impact of Poor quality

• Increased Cost

• Low Morale

• Lower Customer Satisfaction

• Increased Risk
Quality Management

Cost of Conformance Cost of Non Conformance

Quality Training Rework
Studies Scrap
Surveys Inventory Costs
Warranty Costs
Project Manager and Team own Quality

• Who can understand Customer requirements ?

• Who can Specify customer requirements ?
• Who can Collaborate with Customer ?
• Who can generate direct value for money ?
• Who can best evaluate the quality of work-products ?
• HOW ?
• Selecting appropriate processes and methods
• Setting Quality Objectives for all stages and end-product
• Performing activities that generate real value
• Thoroughly evaluating Work-products/components for Quality
• Monitor and control the various project factors that influence “Quality work”
Project Quality Management

• Quality Planning
• Perform Quality Assurance
• Perform Quality Control
Quality Planning - Objective

• Identifying which quality standards are relevant to the project and

determining how to satisfy them
1. Quality Planning

Inputs Outputs
• Enterprise environmental factors • Quality management plan
• Organizational process assets • Quality metrics
• Project scope statement • Quality checklists
• Project management plan • Process improvement plan
• Quality baseline
Tools and Techniques
• Project management plan (updates)
• Cost-benefit analysis
• Benchmarking
• Design of experiments
• Cost of quality (COQ)
• Additional quality planning tools

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Quality Planning - Tools

Benefit-Cost Analysis – Consider Cost Benefit tradeoffs

Benchmarking – Involves comparing other projects to determine ideas for

improvement and to provide a measure of quality performance.

Design of Experiments – Statistical method that helps to identify which factors

may influence specific variables of a product.
Quality Planning - Tools

Cost of Quality –
Total Effort= (Appraisal Effort+Failure Effort+ Prevention Effort+Production or
Direct Labor Effort.
Appraisal Effort = Review effort + Testing Effort.
Prevention Effort = (Planning Effort+ CM effort+ Quality Assurance Effort+
Meeting Effort+ Defect Prevention Effort+Training Effort(includes both attended
and received)+Impact analysis effort).
Production or Direct Labor effort = Effort spent on base task .
Cost of Poor Quality = (Failure effort / Total Effort )* 100.
Failure Effort = Rework Effort+ Effort in Post release bug fixation.
Quality Planning - Outputs

Quality Management Plan

Describes how the project management team will implement the organization’s
Quality Policy.

Quality Metrics
• Schedule, Effort and Size Variances
• Productivity
• Defect Density
• Residual Defect Density
• Review Efficiency
• Internal Defect Removal Efficiency
Perform Quality Assurance

Objective
Applying the planned, systematic quality activities to ensure that the project
employs all processes needed to meet requirements.

Continued…

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2. Perform Quality Assurance
Inputs
• Quality management plan Output
• Quality metrics • Requested changes
• Process improvement plan • Recommended corrective actions
• Work performance information • Organizational process assets
• Approved change requests (updates)
• Quality control measurements • Project management plan (updates)
• Implemented change requests
• Implemented corrective actions
• Implemented defect repair
• Implemented preventive actions
Tools and Techniques
• Quality planning tools and techniques
• Quality audits
• Process analysis
• Quality control tools and techniques
Continued…

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Active Interfacing SQA Function

• Ensure SQA is involved during project planning.

• Tailor processes appropriate for the project’s requirements.
• Corrective actions that can be taken based on metrics analysis.
• Drawing practices/lessons from other similar projects.
• Rotate project members to interface with the SQA Personnel.
• Solicit suggestions on project work-flows for efficiency.
• SQA participation in project meetings particularly with customers.
Quality Assurance

• The process of evaluating overall performance on a regular basis to provide

confidence that the project will satisfy the relevant quality standards
• Re-Evaluating quality standards, methods and procedures used on the project.
• Quality Audits – A Structured review of quality activities that identifies lessons
learned.
• Primarily done during Execution phase.
3. Perform Quality Control

Objective
Monitoring the specific project results to determine whether they comply with
relevant quality standards/goals and identifying ways to eliminate causes of
unsatisfactory performance.
It is done during Controlling phase.

Continued…

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3. Perform Quality Control
Inputs
Outputs
• Quality management plan • Quality control measurements
• Quality metrics • Validated defect repair
• Quality checklists • Quality baseline (updates)
• Organizational process assets • Recommended corrective actions
• Work performance information • Recommended preventive actions
• Approved change requests • Requested changes
• Deliverables • Recommended defect repair
• Organization process assets
Tools and Techniques
(updates)
• Cause and effect diagram
• Validated deliverables
• Control charts • Project management plan (updates)
• Flowcharting
• Histogram
• Pareto chart
• Run chart
• Scatter diagram
• Statistical sampling
• Inspection & Defect repair review

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Quality Control - Tools

Pareto Chart

Pareto Law – 80/20 rule

80% of the problem will
come from 20% of the
work
Quality Control - Tools

Fishbone Diagram (Ishikawa)

Illustrates how various factors might be linked to potential

problems or effects.
Quality Control - Tools

Control Charts

Code Inspection defects trend • UCL & LCL

8 • Mean
#Defects/KLOC detected

7 • Specification Limits
6 • Out of Control
5
4 • Rule of Seven
3 • Assignable cause
2
1
0
Ins1 Ins2 Ins3 Ins4 Ins5 Ins6
Inspection ID
Data Representation
• Tables
• Graphs
• Charts & Diagrams

Q1 Q2 Q3 Q4 YEAR

North 51 84 39 60 234

East 28 47 58 37 170

West 60 75 45 66 246

South 48 72 65 53 238

All-India 187 278 207 216 888

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Flow Charts

• Pictorial representation of a Project, Process Or Operational sequence

• Used to understand, design or improve
• Basic Symbols for Process Flow chart

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Process Flow Chart : Finding Way Home

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Cause & Effect diagram

• Assignable Causes vs Random Variations

• Ask “Why” several times to get to Root Cause

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Pareto Analysis
Fault by Main Cause

100
70
60 80

50

Percent
60
Count

40
30 40

20
20
10

0 0
t
n en r
s ig on ild he
Defect De Co
mp Bu Ot

Count 57 13 4 2
Percent 75.0 17.1 5.3 2.6
Cum % 75.0 92.1 97.4 100.0

1st level Analysis gives “Design” as main cause of failure

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Pareto Analysis (Contd.)

Design Faults

100
50
80
40

Percent
60
Count

30
40
20

10 20

0 0
le le n
du r s t du atio
Mo oto tar Mo libr
n
Defect c t eM ld S ce
r
Ca IOP Imo
e qu Co du
nn To
r ns SIC
Co Tra A
Count 21 10 8 8 5 3 2
Percent 36.8 17.5 14.0 14.0 8.8 5.3 3.5
Cum % 36.8 54.4 68.4 82.5 91.2 96.5 100.0

2nd level Analysis gives

breakdown of “Design”

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Control Charts (Contd.)

33
Run Charts

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Thank You

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