11/3/2014

PROJECT QUALITY
MANAGEMENT

QUALITY VS. GRADE

• Quality
Quality is the degree to which a set of inherent characteristics
fulfill requirements
• Grade
Grade is a category assigned to products or services having the
same functional use but different technical characteristics

while failing to meet quality requirements is always a problem, low grade may not be

Project manager and project management team are responsible

for determining and delivering the required level of both quality
and grade

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MODERN QUALITY
MANAGEMENT
• Customer satisfaction
(conformance to requirements & fitness for use)
• Prevention over inspection
(quality is planned, designed, and built in not inspected in)
• Continuous improvement
(plan-do-check-act) cycle
• Management responsibility
(responsibility of management to provide the resources
needed to succeed)

QUALITY MANAGEMENT
GURUS

DEMING, W. EDWARD CROSBY, PHILIP JURAN, J. MOSES

• Continuous improvement • Performance standard is • Fitness for use

“Zero defect “
• PDCA (Plan–Do–Check– • Technical / Statistical
• Cost of quality is
Act) focus
measured by cost of
• Top-down support (top non-conformance / • Juran’s Trilogy: Quality
management support) conformance to improvement, Quality
requirements planning and Quality
• Quality comes from Control
Prevention

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COST OF QUALITY
COST OF CONFORMANCE COST OF NONCONFORMANCE
Money spent during the project Money spend during and after the project
to avoid failures because of failures

• Prevention costs • Internal failure costs

(build a quality product) (failure found by the project)
• Training • Rework
• Document processes • Scrap
• Equipment • External failure costs
• Time to do it right (failure found by the customer)
• Appraisal costs • Liabilities
(assess the quality) • Warranty work
• Testing • Lost business
• Destructive testing loss
• Inspections

• Inspection and testing of

the products
• Maintenance of inspection
and test equipment
• Cost to process and report
Appraisal • Quality training
Cost
inspection data • Quality auditing
• Laboratory testing • Survey of vendors /
• Internal design review and Suppliers
walk-through’s • Survey of subcontractors

External Cost of Prevention

Failure
Quality Cost
Cost

• Complaints
• Warranty cost: cost of repair
or replacement. • Scrap and rework
• Product rejected and Internal • Charges related to late payment
returned. Failure of bills
• Concessions ‫ترخيص‬ Cost • Inventory costs
• Future business losses • Engineering change cost related
• Product recall costs to correcting a design error
• Product liability • Correcting documentation

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PROJECT QUALITY
MANAGEMENT
• Project quality management includes 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.
• It implements the quality management system through
policy and procedures with continuous process
improvement activities conducted throughout, as
appropriate.
• Plan quality management
• Perform quality assurance
• Control quality

PROCESSES MAP

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DIFFERENCE BETWEEN
QUALITY PROCESSES
Quality Planning Quality Assurance Quality Control
Planning Implementation Control
Determine which quality Determine if the quality Perform the
standards are relevant and measurement is measurement and
how to measure them relevant compare to the plan

PLAN QUALITY
MANAGEMENT
• Plan Quality Management is 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.

• Quality planning should be performed in parallel

with other project planning processes.

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PLAN QUALITY
MANAGEMENT
INPUTS
TOOLS & TECHNIQUES
1. Project management plan
2. Stakeholder register 1. Cost-benefit analysis
3. Risk register 2. Cost of quality
4. Requirements documentation 3. Seven basic quality tools
5. Enterprise environmental factors 4. Benchmarking
6. Organizational process assets 5. Design of experiments
6. Statistical sampling
7. Additional quality planning tools
8. Meetings

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

COST-BENEFIT ANALYSIS
• Identifies the costs and benefits of meeting quality
requirements; Quality Planning must consider cost-
benefits tradeoffs
• Primary benefit of meeting quality requirements is less
rework which leads to higher productivity, lower costs,
and increased stakeholder satisfaction
• Primary cost of meeting quality requirements is the
expense associated with Project Quality Management
activities

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BENCHMARKING
• Involves comparing actual or planned project
practices to those of other projects in order to:
• Generate ideas for improvement
• Provide a standard by which to measure
performance
• Can be done within the organization or with other
organizations which have similar processes

STATISTICAL SAMPLING
• It’s very hard and sometimes
impossible to check and test every
element in a certain population.
• Statistics allows for taking a
sample from the population, study
it, and apply/deduct the findings to
the overall population.
• Project manager and his/her team
might need to be become very
familiar with statistical sampling.

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SEVEN BASIC QUALITY

TOOLS (7QC TOOLS)
1 . Cause & effect diagrams.
2 . Control charts.
3 . Flowcharts.
4 . Histograms.
5 . Pareto diagrams.
6 . Checksheets.
7 . Scatter diagram.

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CONTROL CHART
Graphic display of results over a period of time to determine
if a process is in control

CONTROL CHART
Graphic display of results over a period of time to determine
if a process is in control
(rule of seven)

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PROCESS FLOWCHART

CAUSE-AND-EFFECT
DIAGRAM

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HISTOGRAM

PARETO DIAGRAM
(CHART)
• Histogram that shows how many results
were generated by type or category

• Plots the number of defects (or other

results) by the order of their frequency

• Used to identify the important defects

that need to be followed up

Pareto's Law
(20%) of defect types represent (80%) of defects

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QUALITY MANAGEMENT
PLAN
• Describes how the project management team implements
the performing organization's quality policy

• Provides input to the overall project management plan and

must address quality control (QC), quality assurance (QA),
and continuous process improvement for the project.

QUALITY MANAGEMENT
PLAN
• Quality Metrics
An operational definition that describes in very specific
terms what something is and how the quality control
process measures it.
• Quality Checklists
A Checklist is a structured tool, used to verify that a set
of required steps has been performed.
• Process Improvement Plan
is a subsidiary of the project management plan that
details the steps of analyzing processes that facilitate the
identification of waste and non-value added activity.

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PROCESS IMPROVEMENT
PLAN
• Process boundaries -Which describe the purpose, start,
and end of processes, their inputs and outputs, data
required, and the owner and stakeholder of the processes
• Process configuration -Flowchart of processes to facilitate
analysis with interfaces identified
• Process metrics -Maintain control over status of
processes
• Targets for improved performance -Guides the process
improvement activities

PERFORM QUALITY
ASSURANCE (QA)
The process of auditing the quality requirements and the
results from quality control measurements to ensure
appropriate quality standards and operational definitions are
used.
A quality assurance department, or similar organization,
often oversees quality assurance activities.
Quality Assurance provides an umbrella for continuous
process improvement, which is an iterative means for
improving the quality of all processes.

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PERFORM QUALITY
ASSURANCE
INPUTS
1. Quality management plan TOOLS & TECHNIQUES
2. Process improvement plan
3. Quality metrics 1. Quality management and
4. Quality control measurements control tools
5. Project Documents 2. Quality audits
3. Process analysis

OUTPUTS
1. Change requests
2. Project management plan
updates
3. Project document updates
4. Organizational process assets
updates

QUALITY MANAGEMENT
AND CONTROL TOOLS
1 . Affinity diagrams.
2 . Process decision program charts (PDPC).
3 . Interrelationship digraphs.
4 . Tree diagrams.
5 . Prioritization matrices.
6 . Activity network diagrams.
7 . Matrix diagrams.

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CONTROL QUALITY
• The process of monitoring and controlling results of
executing the quality activities to assess performance and
recommend necessary changes

• Quality control is performed throughout the project

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CONTROL QUALITY
INPUTS
1. Project management plan. TOOLS & TECHNIQUES
2. Quality metrics.
1. Seven basic quality tools.
3. Quality checklists.
2. Statistical sampling.
4. Work performance data
3. Inspection.
5. Approved change requests.
4. Approved change requests review.
6. Deliverables.
7. Project documents
8. Organizational process
assets OUTPUTS
1. Quality control measurements.
2. Validated changes.
3. Verified deliverables.
4. Work performance information
5. Change requests.
6. Project management plan updates.
7. Project document updates.
8. Organizational process assets updates.

IMPORTANT NOTICE
• Prevention: Keeping errors out of the process
• Inspection: Keeping the errors out of the hands of the
customer
• Attribute sampling: The result conforms or it does not
• Variables sampling: The result is rated on a continuous scale
that measures the degree of conformity
• Tolerances: The result is acceptable if it falls with the range
specified by the tolerance
• Control Limits: The process is in control if the result falls
within the control limits (upper limit & lower limit).

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QUESTIONS

1 ) A project manager is using a cause and effect diagram

with the team to determine how various factors might be
linked to potential problems. In what part of the quality
management process is the project manager involved?
A ) Quality analysis.
B ) Perform quality assurance.
C ) Control quality.
D ) Plan quality management.

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2 ) Pareto charts helps the project manager:

A ) Focus on the most critical issues to improve quality.
B ) Focus on stimulating thinking.
C ) Explore a desired future outcome.
D ) Determine if a process is out of control.

3 ) Which of the following is TRUE of inspections?

A ) They may not be conducted by the project team.
B ) They test future desires of prospective customers.
C ) They can only be conducted on the final product.
D ) They prevent defective deliverables from reaching the
customer.

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4 ) A control chart shows that the last eight pipes produced

were all less than average weight. You need to inform
management that there is a problem; because the situation
violates the _____________ :
A ) Rule of seven.
B ) Rule of eight .
C ) 50/50 rule.
D ) 3 sigma rule.

5 ) Which of the following helps a project manager determine

possible causes of potential problems and actual problems?
A ) The 50/50 rule.
B ) A fishbone diagram.
C ) A control chart.
D ) A Pareto chart .

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6 ) All the following are not examples of quality assurance

EXCEPT?
A ) Inspection.
B ) Process analysis.
C ) Pareto chart.
D ) Fishbone diagram.

7 ) Five of the seven phases on the project contain work that

is substantially similar. What MUST the project manager do?
A ) See what can be done to make sure the work is carefully
reworded to remove similarity.
B ) Make sure the same resource completes all the similar
work packages.
C ) Plan in continuous improvement activities.
D ) Make sure the first and last of these work packages is
scheduled close in time to each other.

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8 ) When a product or service completely meets a customer’s

requirements :
A ) Quality is achieved.
B ) The cost of quality is high.
C ) The cost of quality is low.
D ) The customer pays the minimum price.

9 ) Quality is :
A ) Meeting and exceeding the customer’s expectations.
B ) Adding extras to make the customer happy.
C ) The degree to which the project meets requirements.
D ) Conformance to management’s requirements.

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10 ) Evaluating overall project performance regularly is part

of :
A ) Quality management.
B ) Quality assurance.
C ) Quality planning.
D ) Quality control.

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