project quality management presented by project masters inc

Project Quality Management

Presented by Project Masters Inc.

©2015 Project Masters, Inc. 2


Chapter Objectives/Topics

• Define Project Quality Management• Discuss Project Quality Management and Its basis• Discuss the difference between Product Quality,

Service Quality, and Project Quality • Discuss the Roles and Responsibilities of

Stakeholders• List and discuss three Quality Pioneers



Chapter Objectives/Topics:

• Discuss the complementary relationship between Modern Quality Management and Project Management

• Define and discuss the Project Quality Management processes– Plan Quality Management– Perform Quality Assurance– Control Quality



• The processes and 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.(The PMBOK® Guide: Fifth Edition)

• The concept is to implement the Quality Management System through policies/procedures and continuous process improvement.



• Project Quality Management utilizes the following three processes at differing times and, in some cases, continuously throughout project phases and the project life cycle.– Plan Quality Management– Perform Quality Assurance– Perform Quality Control


Defining Quality

• As a delivered performance or result, is the degree to which a set of inherent characteristics fulfill requirements.(The PMBOK® Guide: Fifth Edition)


Defining Grade

• As a design intent is a category assigned to deliverables having the same functional use but different technical characteristics.(The PMBOK® Guide: Fifth Edition)


Quality Points/Issues

• Quality is determined by the customer.• Quality goes beyond merely fulfilling the

explicitly stated specifications. • Quality is not an absolute characteristic.• Quality is different from grade.• Quality is based on meeting a standard.


Product Quality

• To the degree to which products fail to fulfill the needs for which they are purchased, they are lacking in quality.

• This describes - Fitness for Use


Service Quality

• What exactly does it mean when someone says that they received poor quality service at a restaurant?

• Different people have different ideas regarding this simple question

• What are your thoughts?


Project Quality

• Project Quality refers to more than just the product or service delivered by the project. Project Quality pertains to the project itself – as an entity.

• Meeting the time, cost, and scope objectives of the project itself.


Project Quality

• Once stakeholder expectations are identified, the Project Manager must work to distill a set of project requirements.

• Expectations that all stakeholders hold in common will be the easiest to define.

• Where there is disagreement, the Project Manager must work to negotiate a common expectation, when possible.

• Where the conflict involves regulations, laws, or ethics, the Project Manager must clearly communicate what is required to remain legal and ethical.


StakeholderRoles and Responsibilities



• The Customer is responsible for setting the requirement for an acceptable grade and quality level.

• Senior Management sets the tone for quality in the company; they should be part of the Quality Team, and are responsible to provide the resources needed.

• The Project Manager is responsible for implementing Quality Policies and Procedures.



• Functional Management is responsible for implementing Quality Policies and Procedures.

• Suppliers/Vendors must provide quality services, pieces, parts, components, and materials.

• Subcontractors are responsible for meeting the Quality Standards of the customer.

• The Project Staff is responsible for meeting the Quality Requirements.


Project Manager Responsibilities

• Work to define the requirements up-front• Obtain customer agreement on the requirements and

then determine their fitness for use with the deliverables

• Manage the Project Team toward satisfying the requirements

• Measure and drive continuous improvement of the project management process


Philosophies of Modern Quality Management



• The purpose of Project Quality Management as described in this section is intended to be compatible with the International Organization for Standardization (ISO).

• In the context of of achieving ISO compatibility, modern quality management approaches seek to minimize variation and to deliver results that meet defined requirements.


Modern Project Quality Management

• These quality management approaches recognize the importance of the following:– Customer satisfaction – Understanding, evaluating, defining,

and managing requirements so that customer expectations are met – fitness for use

– Prevention over inspection – Quality should be planned, designed, and built into the process versus inspected into the process

– Continuous improvement - PDCA (plan-do-check-act) in addition to quality improvement initiatives such as Total quality Management (TQM), Six Sigma, Lean Six Sigma, CMMI, etc.


Modern Project Quality Management

• These quality management approaches recognize the importance of the following:– Management responsibility – Must provide suitable

resources for the project– Cost of Quality (COQ) – refers to the total cost of the

conformance work and the nonconformance work that should be done as a compensatory effort because, on the first attempt to perform that work, the potential exists that some portion of the required work effort may be done incorrectly.


Deming Juran Crosby PMI

Definition Conformance to specs. Fitness for use Conformance to

requirementsConformance to requirements

System Prevention Prevention Prevention Prevention

PerformanceStandard

Zero defects Minimize cost of quality Zero defects Zero defects

Measure Direct measures Cost of Quality Cost of Nonconformance

Cost of Nonconformance

Role of TopManagement

Leadership & Participation




Role of Worker Maintenance improvement

Moderate involvement



Philosophies of Quality Management


3-Sigma Process with +/- 1.5 Sigma Shift3-Sigma Process with +/- 1.5 Sigma Shift

-6 Sigma -5 Sigma -4 Sigma -3 Sigma -2 Sigma -1 Sigma Mean 1 Sigma 2 Sigma 3 Sigma 4 Sigma 5 Sigma 6 Sigma

Mean Shifts +/- 1.5 Sigma

over long periods of time

Distribution resulting from +/- 1.5 sigma mean shift over a long period of time increases the standard deviation of the overall process

LSL USL

2700 Defect / Million at shown in the area under the resulting distribution curvethat are beyond the LSL and USL (specification limits)


Six Sigma Quality99.999%

-6 -5 -4

+3+2+1-3 -2 -1 0

+6+5+4

Six SigmaRepeatable Processes

99.7%

95%

68%

Traditional thinkingsays 99.7% was good enough

AddedStandard

Deviations

NormalStandard

Deviations

Six Sigma Vs. Three Sigma


Project Quality


Project Quality

• Project Quality refers to whether the project was completed:– On time– To the specifications– Within budget– To the customer’s satisfaction


Project Quality

• Project Quality refers to how well the organization performed as it – Conceptualized– Planned– Implemented – Closed-out

• “THE PROJECT”


Project QualityCost

ScopeQuality

Time

Risk

CustomerSatisfaction


Project Quality Management Overview

8.2 Perform Quality Assurance

8.1 Plan QualityManagement

.1 Inputs .1 Project management plan .2 Stakeholder register .3 Risk register .4 Requirements documentation .5 Enterprise environmental factors .6 Organizational process assets

.2 Tools & Techniques .1 Cost-benefit analysis .2 Cost of quality .3 Seven basic quality tools .4 Benchmarking .5 Design of experiments .6 Statistical sampling .7 Additional quality planning tools .8 Meetings

.3 Outputs .1 Quality management plan .2 Process improvement plan .3 Quality metrics .4 Quality checklists .5 Project documents updates

.1 Inputs .1 Quality management plan .2 Process improvement plan .3 Quality metrics .4 Quality control measurements .5 Project documents

.2 Tools & Techniques .1 Quality management and control tools .2 Quality audits .3 Process analysis

.3 Outputs .1 Change requests .2 Project management plan updates .3 Project documents updates .4 Organizational process assets updates

Figure 8-1. Project Quality Management Overview

8.3 Control Quality

.1 Inputs .1 Project management plan .2 Quality metrics .3 Quality checklists .4 Work performance data .5 Approved change requests .6 Deliverables .7 Project documents .8 Organizational process assets

.2 Tools & Techniques .1 Seven basic quality tools .2 Statistical sampling .3 Inspection .4 Approved change requests review

.3 Outputs .1 Quality control measurements .2 Validated changes .3 Validated deliverables .4 Work performance information .5 Change requests .6 Project management plan updates .7 Project documents updates .8 Organizational process assets updates

Initiating

Planning

Executing

Monitoring & Controlling

Close-out


Project Quality Management Processes


Plan Quality Management


Plan Quality Management

• The process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with relevant quality requirements.(The PMBOK® Guide: Fifth Edition)

• The key benefits of this process is that it provides guidelines and direction on how quality will be managed and validated throughout the project.


Plan Quality Management Inputs

1. Project Management Plan– Scope Baseline

· Project description, deliverables, and acceptance criteria – Schedule Baseline– Cost Baseline– Other Management Plans

2. Stakeholder Register– Identifies those with interest or impact on quality

3. Risk Register4. Requirements Documentation


Plan Quality Management Inputs

5. Enterprise Environmental Factors– Governmental Agency Regulations

· A standard is a document approved by a recognized body that provides for common and repeated use, rules, guidelines, or characteristics for products, processes or services with which compliance is not mandatory.

· A regulation is a document that lays down product, process, or service characteristics, including the applicable administrative provisions, with which compliance is mandatory.

· Rules, standards, guidelines, etc.· Working or operating conditions of the project or its deliverables

that may affect project quality· Cultural perceptions that may influence expectations about quality


Plan Quality ManagementInputs

6. Organizational Process Assets– Quality policies/procedures, guidelines– Historical databases– Lessons learned


Plan Quality ManagementTools and Techniques

1. Cost Benefit Analysis– Business Case for each quality activity compares the cost

of the quality step to the expected benefit, e.g. less rework, higher productivity, etc.

2. Cost of Quality– Cost of Conformance or the Cost of Nonconformance

· Cost of ConformancePrevention Costs and Appraisal Costs

· Cost of NonconformanceInternal Failure Costs and External Failure Costs



• Cost of Conformance– Prevention Costs (Build a Better Product)

· Training, document processes, equipment, time to do it right– Appraisal Costs (Assess the quality)

· Testing, destructive testing loss, Inspections• Cost of Nonconformance

– Internal Failure Costs (Failures found by the project)· Rework, scrap

– External Failure Costs (Failures found by the customer)· Liabilities, warranty work, lost business



3. Seven Basic Quality Tools– Cause and Effect Diagrams

· Also called Fishbone Diagrams or Ishikawa Diagrams, which illustrate the linkage between the problem symptoms (the effect) and the possible causes.

Time Machine Method Material

Energy Measurement Personnel Environment

MajorDefect

Cause Effect



3. Seven Basic Quality Tools (cont’d)– Flowcharts

· Also referred to as process charts because they display the sequence of steps and the branching possibilities that exists for a process that transforms one or more inputs into one or more outputs.

Start

Finish

Step 1 Step 2 Step 3OK?Correct



3. Seven Basic Quality Tools (cont’d)– Checksheets

· Also known as tallysheets and may be used as a checklist when gathering data.

– Pareto Diagrams· Exist as a special form of vertical bar chart and are

used to identify the vital few sources that are responsible for causing most of a problems effects.

· Alfredo Pareto – The 80/20 Rule or 80% of the problems are attributed to 20 % of the causes.


Sample Pareto Chart

Car Problems

40

100

0

10

20

30

0

25

50

75

Num

ber

of D

efec

tive

Cas

es

Per

cent

age

of D

efec

tive

Cas

es

CumulativePercentage

Frequency by Cause

Improper Rotation

NoiseWobble

pressure

Axle Caulking

Case Wobbles

Others


Plan Quality Management Tools and Techniques

3. Seven Basic Quality Tools (cont’d)– Histograms

· A special form of bar chart used to describe the central tendency, dispersion, and shape of a statistical distribution.

0

2

4

6

8

10

12

1 2 3 4 5



• Seven Basic Quality Tools (cont’d)– Control Charts

· Are used to determine whether a process is stable or has predictable performance.

· Reflects the maximum and minimum values allowed· The values are normally established by the team, policies, and/or

contracts.

Project Schedule Performance Control Chart

Time

Average

UpperandLowerControlLimits



3. Seven Basic Quality Tools (cont’d)– Scatter Diagrams

· Exist as ordered pairs (X,O) and are sometimes called correlation charts because they seek to explain a change in the dependent variable Y in relationship to a change in the corresponding independent variable X.– For example, an insurance company may generate a

scatter diagram showing educational level and number of automobile accidents to determine whether education level should be used as a factor in determining the price of an automobile insurance policy.


Sample Scatter Diagram

Y

X



4. Benchmarking– Benchmarking involves comparing actual or planned

project practices to those of other projects in order to generate ideas for improvement and to provide a standard by which to measure performance.

– These other projects may be within the performing organization or outside of it, and may be within the same application area or in another area.



5. Design of Experiments (DOE)– A statistical method that helps identify which

factors may influence specific variables of a product or process under development or in production.

– DOE may be used during the Plan Quality Management process to determine the number and type of tests and their impact on the cost of quality.



6. Statistical Sampling – A Sample is a few items selected from that set to

represent the Population at large. – The more a sample represents the population, the more

confident the user can be in making inferences about the population from the data derived from the sample.

– A statistically significant sample is chosen in such a way that it is large enough and diverse enough that it represents the entire population.



7. Additional Quality Planning Tools– Brainstorming– Force Field Analysis – Diagrams of the forces for and

against change– Nominal Group Techniques – allows for ideas to be

brainstormed in small groups and then reviewed by a larger group

– Quality Management and Control Tools 8. Meetings


Plan Quality ManagementOutputs

1. Quality Management Plan– Describes how the project team will implement the

performing organization’s quality policies2. Process Improvement Plan

– Process Boundaries – Describes the purpose of the process, start and end of the process, its inputs and outputs, the owner, and stakeholders

– Process Configuration– Process Metrics– Targets for Improved Performance


Plan Quality ManagementOutputs

3. Quality Metrics4. Quality Checklists5. Project Documents Updates

– Stakeholder Register– Responsibility Assignment Matrix– WBS and WBS Dictionary


Project Quality Planning Summary and Conclusions

• Ensuring that the Inputs to the Plan Quality Management Process are in-place and that Project Team Members have been trained to use the associated Tools and Techniques is the first step in developing a Project Quality Management System


Perform Quality Assurance



• 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 PMBOK® Guide: Fifth Edition)

• The key benefit of this process is it facilitates the improvement of quality processes.



• Quality assurance seeks to build confidence that a future output or an unfinished output, also known as work in progress, will be completed in a manner that meets the specified requirements and expectations. (The PMBOK® Guide: Fifth Edition)


Perform Quality Assurance Inputs

1. Project Management Plan– Describes the Quality Assurance and Continuous Process

Improvement Approach2. Process Improvement Plan3. Quality Metrics4. Quality Control Measurements

– Results of Control Quality Activities – Used to analyze and evaluate the quality standards of the

performing organization5. Project Documents


Perform Quality Assurance Tools and Techniques

1. Quality Management and Control Tools– Affinity Diagrams – 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



1. Quality Management and Control Tools (cont’d)– Tree Diagrams – Systematic diagrams useful in visualizing

parent-to-child relationships in any decomposition hierarchy that uses a systematic set of rules that define a nesting relationship

– Prioritization Matrices– Activity Network Diagrams – Previously known as Arrow

diagrams– Matrix Diagrams – Used to perform data analysis within

the organizational structure created in the matrix



2. Quality Audits– A structured independent process to determine if project

activities comply with organizational and project policies, processes, and procedures· Objectives of a quality audit may include· Identify all good and best practices to be implemented· Identify all nonconformity gaps and shortcomings · Sharing of good practices from similar projects, Offer

assistance, in a positive manner, to help raise team productivity, highlight audit contributions in lessons learned



3. Process Analysis– Follows the steps outlined in the Process

Improvement Plan


Perform Quality Assurance Outputs

1. Change Requests– Could be some form of corrective action

2. Project Management Plan Updates– Quality, Scope, Schedule, and Cost Management Plans

3. Project Documents Updates– Quality Audit Reports, Training Plans, and/or Process

Documentation4. Organizational Process Assets Updates

– Organization’s quality standards


Control Quality


Quality Control

• The Process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.(The PMBOK® Guide: Fifth Edition)

• The key benefits of this process include: (1) identifying the causes of poor process or product quality and recommending and (2) taking action to eliminate them and validating that project deliverables and work meet the requirements specified by stakeholders necessary for final acceptance.


The Team Should Know the Differences Between the Following

• Prevention (keeping errors out of the process) and inspection (keeping errors out of the hands of the customer).

• Attribute sampling (the result conforms or it does not) and variables sampling (the result is rated on a continuous scale that measures the degree of conformity).


The Team Should Know the Differences Between the Following

• Tolerances (specified range of acceptable results) and Control Limits (that identify the boundaries of common variation in a statistically stable process or process performance)


Control QualityInputs

1. Project Management Plan2. Quality Metrics3. Quality Checklists4. Work Performance Data

– Planned-vs.-actual performance (technical, schedule, and actual cost)


Control QualityInputs

5. Approved Change Requests6. Deliverables7. Project Documents

– Agreements, quality Audit Reports, Training Plans and assessments of effectiveness, and Process Documentation

8. Organizational Process Assets– Organizations Quality Standards/Policies– Standard Work Guidelines– Issue and defect reporting procedures and

communication policies


Control QualityTools and Techniques

1. “Seven Basic Quality Tools”2. Statistical Sampling3. Inspection4. Approved Change Requests Review


Control QualityOutputs

1. Quality Control Measurements2. Validated Changes3. Verified Deliverables4. Work Performance Information5. Change Requests6. Project Management Plan Updates7. Project Documents Updates 8. Organizational Process Assets Updates

– Completed checklists and Lessons learned documentation



Review Chapter Objectives/Topics

• Define Project Quality Management• Discuss Project Quality Management and Its basis• Discuss the difference between Product Quality,

Service Quality, and Project Quality • Discuss the Roles and Responsibilities of Stakeholders• List and discuss three Quality Pioneers



Review Chapter Objectives/Topics

• Discuss the complementary relationship between Modern Quality Management and Project Management

• Define and discuss the Project Quality Management processes– Plan Quality Management– Perform Quality Assurance– Control Quality


Chapter 8 - Quality Management Practice Exam

Turn to Page 324 in the “All in One” Text BookTake the 20 Question Exam


Practice Exam Answers

1) A. QA is quality assurance for the overall project performance.

2) C. Quality is planned into the project, not inspected in.

3) A. Quality planning4) A. Quality planning5) A. Ishikawa



6) C. Quality is the process of completing the scope to meet stated or implied needs.7) D. quality is prevention driven8) B. Cost of quality9) C. Cost of nonconformance10) C. An Ishikawa diagram



11) A. Collaborating/Problem Solving12) D. A yield-lose solution13) D. Personality conflicts14) C. The Rule of Seven15) B. Benchmarking



16) C. Cost of poor quality17) D. Quality audit18) A. Out-of-control data point19) C. A Pareto diagram20) A. A Pareto diagram

project quality management presented by project masters inc

Documents

project qualityproject

project manager

project managementdefine

project phases

quality policies

quality pioneers

quality pointsissuesquality

quality management system