Mre 2

8.
2 Perform Quality Assurance
Perform Quality Assurance is the process of auditing the quality requirements and the results
from quality control measurements to ensure that appropriate quality standards and operational
definitions are used. The key benefit of this process is that it facilitates the improvement of
quality processes.
8.2.1 Perform Quality Assurance: Inputs
8.2.1.1 Quality Management Plan: describes the quality assurance and continuous process
improvement approaches for the project.
8.2.1.2 Process Improvement Plan: The project’s quality assurance activities should be
supportive of and consistent with the performing organization’s process improvement plans.
8.2.1.3 Quality Metrics: The quality metrics provide the attributes that should be measured and
the allowable variations.
8.2.1.4 Quality Control Measurements: Quality control measurements are used to analyze and
evaluate the quality of the processes of the project against the standards of the performing
organization or the requirements specified. They can also compare the processes used to create
the measurements, and validate actual measurements to determine their level of correctness.
8.2.1.5 Project Documents: Project documents may influence quality assurance work and
should be monitored within the context of a system for configuration management.
8.2.2 Perform Quality Assurance: Tools and Techniques
8.2.2.1 Quality Management and Control Tools: uses the tools and techniques of the Plan
Quality Management and Control Quality processes. In addition, other tools that are available
include
• Affinity diagrams: The affinity diagram is similar to mind-mapping techniques in that they
are used to generate ideas that can be linked to form organized patterns of thought about a
problem.
• Process decision program charts (PDPC): Used to understand a goal in relation to the
steps for getting to the goal.
• Interrelationship digraphs: provide a process for creative problem solving in moderately

complex scenarios that possess intertwined logical relationships for up to 50 relevant items.
• Tree diagrams: Also known as systematic diagrams and may be used to represent
decomposition hierarchies such as the WBS, RBS (risk breakdown structure), and OBS
(organizational breakdown structure). In project management, tree diagrams are useful in
visualizing the parent-to-child relationships.
• Prioritization matrices: Identify the key issues and the suitable alternatives to be prioritized
as a set of decisions for implementation. Criteria are prioritized and weighted before being
applied to all available alternatives to obtain a mathematical score that ranks the options.
• Activity network diagrams: Previously known as arrow diagrams. They include both the
AOA (Activity on Arrow) and, most commonly used, AON (Activity on Node) formats of a
network diagram. They are used with project scheduling methodologies such as program
evaluation and review technique (PERT), critical path method (CPM), and precedence
diagramming method (PDM).
• Matrix diagrams: Are used to perform data analysis within the organizational structure
created in the matrix. It seeks to show the strength of relationships between factors, causes, and
objectives that exist between the rows and columns that form the matrix.
8.2.2.2 Quality Audits
A quality audit is a structured, independent process to determine if project activities comply

with organizational and project policies, processes, and procedures.
The objectives of a quality audit are:
• Identify all good and best practices being implemented;
• Identify all nonconformity, gaps, and shortcomings;

• Share good practices introduced or implemented in similar projects in the organization and/or
industry;
• Proactively offer assistance in a positive manner to improve implementation of processes to

help the team raise productivity and;
• Highlight contributions of each audit in the lessons learned repository of the organization.
8.2.2.3 Process Analysis
Process analysis follows the steps outlined in the process improvement plan to identify needed
improvements. It also examines problems experienced, constraints experienced, and non-value-
added activities identified during process operation.
8.2.3 Perform Quality Assurance: Outputs
8.2.3.1 Change Requests: are created and used as input into the Perform Integrated Change
Control process to allow full consideration of the recommended improvements.
8.2.3.2 Project Management Plan Updates: Elements of the project management plan that may
be updated include, but are not limited to:
• Quality management plan
• Scope management plan
• Schedule management plan and,
• Cost management plan
8.2.3.3 Project Documents Updates: Project documents that may be updated include, but are
not limited to:
• Quality audit reports,
• Training plans, and
• Process documentation.
8.2.3.4 Organizational Process Assets Updates: Elements of the organizational process assets
that may be updated include, but are not limited to, the organization’s quality standards and the
quality management system.

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8.

2 Perform Quality Assurance

8.2.1 Perform Quality Assurance: Inputs

8.2.2 Perform Quality Assurance: Tools and Techniques

• Interrelationship digraphs: provide a process for creative problem solving in moderately

8.2.2.2 Quality Audits

A quality audit is a structured, independent process to determine if project activities comply

The objectives of a quality audit are:

• Identify all good and best practices being implemented;

• Identify all nonconformity, gaps, and shortcomings;

• Proactively offer assistance in a positive manner to improve implementation of processes to

8.2.2.3 Process Analysis

8.2.3 Perform Quality Assurance: Outputs

• Quality management plan

• Scope management plan

• Schedule management plan and,

• Cost management plan

• Quality audit reports,

• Training plans, and

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