Application Area

Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement

Plan Quality

Planning

Perform Quality Assurance

Executing

Perform Quality Control

M&C

Quality Mangement
Quality Mangement
Quality Mangement
Quality Mangement

Definition of Quality
Definition of Quality Management
Quality Theorist
Quality vs Grade
Prescision vs Accuracy
Prevention over Inspection
Attribute Sampling vs Variable Sampling
Tolerance vs Control Limits
Gold Plating
Prevention over Inspection
Marginal Analysis
Continous Improvement (Kaizen)
JIT
Total Quality Management
Responsibilty for Quality
Impact of Poor Quality
Cost of Conformance/Non Conformance
Difference among QP,QA,QC
Global Standards (ISO)
Trend Analysis
Cost Benfit Analysis
Cost of Quality
Control Charts
Upper & Lower Limits
Mean
Specification Limits
Out of Control
Rule of Seven
Assignable Cause/Special Cause Variation
Benchmarking
Design of Experiments (DOE)
Statistical Sampling
Flow Charting
Outputs of Plan Quality
Quality Metrics
Checklist
Process Improvement Plan
Plan Quality & Perform Quality Control T&T
Quality Audits
Process Analysis
Output of Perform Quality Assurance
Population/Sample
Mutual Exclusivity
Probability
Normal Distribution
Statistical Independence
Standard Deviation
3 or 6 sigma
Seven Tools of Quality
Cause & Effect (Fishbone/Isikawa)
Flowchart
Histogram
Pareto Chart
Run Chart
Scatter Diagram
Control Charts

Output of Quality Control

Quality In Real world
T&T in Quality Management
6 Sigma, 3 Sigma, 2 Sigma, 1 Sigma

Degree to which project fulfills requirements

Ensuring that project satisfies the needs for which it was undertaken
Joseph Juran(80/20- Fitness for use), Edwards Deming(TQM - PDCA), Philip Crosby (Prevention over inspection, Zero Defects)
Grade - Category assigned to a product with same functional use but different Characteristics
Precision - Repeated measurement with little scatter, Accuracy - Measured value close to try value
Prevention - Keep error out of the process, Inspection - Keep error out of the hands of customer
AS - Result either conforms or does not conform; VS - Results is rated on a continuous scale
T- Range of acceptable variances; CL - Threshhold which indicate process is out of control
Giving extras to Customer; it adds no value to project
Quality must be planned and not inspected
Optimal quality is reached at point where the incremental revenue from improvement equals incremental cost to secure it
Small improvements reduce cost and ensure consistency of performance
Inventory is zero
Philosophy that company/individual focus on find ways to continously improve quality
PM owns ultimate reponsibilty;
What are the impacts of poor quality - rework, increased costs,increased risk
Spend time on quality as CONC is greater than COC; COC - money spent to avoidfailures, CONC - Money spent on failures
Creating Quality Mangement Plan and determining quality standards
Using historical information to predict mathematical forecast of future outcomes
Considering benefits versus cost of meeting quality requirements
Ensures that project is spending optimally to achieve quality; Includes COC & CONC
Set up in Plan Quality and utilized in Quality Control
Range is set by PM and determines whether to take action or not
Average - Middle of range of acceptable variation
Specified by customer
Data Point outside control limits or non randon data from Rule of Seven
Seven non-randon data points appearing on one side of mean; it is thumb rule or heuristic
Data Point or Rule of seven & that requires invetsigation
Look at past projects to determine ideas for improvement
Statisticaaly determine what variabes will improve quality via experimetation
Opting for Sample Population when it takes too long or too costly or too destructive to use all
Interelation between elements; Used in Quality planning for future quality problems
QMP+Checklist+PIP+Quality baseline+Quality Metrics
Determining accpetable measurements; helps in recommeding preventive and corrective action
List of items to be inspected; Created in Quality Planning and used in Quality Control
Improve process; is part of project mgmt. plan; Includes PB+PM+PC+targets
Evaluating Overall project performance
Tool; check if you are complying with policies & Standards
Tool; Analyze waste & Non value activity
Lessons Learnt+Good Practices+Quality Improvements
Focus on the correctness of work
Opting for Sample Population when it takes too long or too costly or too destructive to use all
Two events cannot happen on a single trial (flliping of a coin cannot result in both head & tail)
Likelihood that something will occur
Bell shape curve to measure variation; uses the most common population density distribution chart
Probability of one event occuring does not affect the probability of another event occuring
How far from mean (P-O/6)
Level of Quality that company wants to achieve
7 tools + Inspection
Root Cause; Stimulate thinking + explore factors that result in future outcomes (quality planning)
Interelation between elements; Used in Quality planning for future quality problems
Shows list of problems worth dealing
Pareto Chart(80/20) - Focus on most critical isses - ordered list
Look at history to see a pattern of variation and look for trend (Trend Analysis)
Track 2 variables to see if both are inter-related
Set up in Plan Quality and utilized in Quality Control

Measurement+validated Changes+Update to PMP+Change Request+Lessons Learnt

Project Team determines that what work will be done to meet requirements
Remember the tool & Techniques used in Quality Mgmt (Refer Pg 298,299 from RMP 6)
6 Sigma (99.99), 3 Sigma(99.73), 2 Sigma(95.46), 1 Sigma(68.26)

RMP Q
Project Management Framework/Processes
Integration Management
Scope Management
Time Mangement
Cost Management
Quality Management
HR Management
Communications Management
Risk Management
Professional Responsibilities
Procurement Management

TMH Q
75
103
81
81
75
104
75
124
35
153

25
25

KnowlesAreas
QM
PQ
QM
QA
QM
QC

Input
SB+SR+CPB+ScB
PMP+QM+WPI+QCM
PMP+WFM+QM+QC+ACR+Deliverables

Output
QMP+QM+QC+PIP+PDU
CR+PMP Updates+PDU
QCM+VC+VD+CR+PMP Updates+PDU

Remarks
PDU-SR+RAM
PDU- QAR,Training +Process Doc
PDU-Quality Standards

Influence Diagram
Affinity Diagram
Force Field Analysis

Time ordering of events

Logical sorting
Force for & Against

Quality planning tool