Project Quality

Management
Sections of this presentation were adapted
from A Guide to the Project Management
Body of Knowledge 4th Edition, Project
Management Institute Inc., 2009
Project Quality Management
Creating and following policies and
procedures to ensure that a project meets
the defined needs it was intended to meet
from the customers perspective. PMP
Exam Prep, 6th Edition
 Why Quality Management?
Quality means conformance to specifications and
fitness for use i.e. just what you need and not
more
Projects or products with unnecessary features
can be too expensive to meet the business need
Prevention is much cheaper than inspection, build
quality in early to minimize costs/maximize quality
 How Do We Manage Quality?
Three processes
Plan Quality
What is quality and how will we ensure it?
Perform Quality Assurance
Are we following the quality standards?
Perform Quality Control
Are we meeting the quality standards?

Plan Perform Perform

Quality Quality Quality
Assurance Control
 Plan Quality
Inputs Tools & Techniques Outputs
Scope Baseline Quality Management
Cost-benefit analysis Plan
Stakeholder Register Cost of quality
Quality Metrics
Control charts
Cost Performance
Baseline Benchmarking Quality Checklists
Design of experiments
Schedule Baseline Process
Statistical sampling Improvement Plan
Risk Register
Flowcharting
Enterprise Project document
Environmental Factors Proprietary quality
updates
management methodologies
Organizational Process
Assets Additional quality planning
tools

Plan Perform Perform

Quality Quality Quality
Assurance Control
 Plan Quality
Cost of Quality Demings Costs of Quality
Evaluating the cost of
conformance with the Cost of Cost of Non
cost of nonconformance Conformance Conformance
to reach a balance. Quality training Rework
Includes;
Prevention Costs Studies Scrap
Appraisal Costs
Failure Costs
Surveys Inventory Costs

Warranty Costs

85% of the costs of quality are the direct responsibility of management - Deming
 Quality Planning Terms
Gold Plating Giving the customer extras that
do not add value to the project
Marginal Analysis The point where the
incremental revenue from an improvement
equals the cost to implement it
Kaizen Continuous improvement process to
reduce costs and promote consistency
ISO 9000 International standard to ensure that
companies have quality procedures and that
they follow them
 Perform Quality Assurance
Tools & Techniques
Outputs Organizational
Project Management Plan Process Assets
Plan quality and perform
Inputs Updates
quality control tools and
Quality Metrics
techniques
Change Requests
Work Performance Quality audits
Information
Process analysis Project Management
Plan Updates
Quality Control
Measurements
Project Document
Updates

Plan Perform Perform

Quality Quality Quality
Assurance Control
 Statistics Terms Review
Mutually Exclusive Two Normal Distribution
events that cannot both
Remember:
occur in a single trial +/- 1 s = 68.26%
Statistical Independence +/- 2 s = 95.46%
+/- 3 s = 99.73%
Probability of one event +/- 6 s = 99.99%
occurring does not affect
the probability of another
event occurring
Probability The
likelihood that something
will occur (usually
expressed in percent)
 Perform Quality Control
Inputs Tools & Techniques
Project Management
Plan Cause and effect diagram Quality Control
Outputs Measurements
Quality Metrics Control charts
Validated Changes
Flowcharting
Quality Checklists Validated Deliverables
Histogram
Organizational Process
Pareto Chart Assets Updates
Work Performance
Measurements Run chart Change Requests
Approved Change Scatter diagram Project Management
Requests
Statistical sampling Plan Updates
Deliverables Inspection Project Document
Updates
Approved change requests
Organizational Process
review
Assets

Plan Perform Perform

Quality Quality Quality
Assurance Control
 Pareto Chart
Graph of problem type vs. frequency
80/20 Rule 80% of your problems will come from
20% of your work!

Cumulative Percentage
Frequency

Problem Type
 Control Chart
Upper & Lower Control Limits (UCL & LCL)
Set by quality goal i.e. 3s
Includes the normal and expected variation in the process
Specification Limits
Contracted acceptable limit, usually outside UCL & LCL
Out of Control
Data point falls outside of UCL/LCL
Non-random data points i.e. Rule of Seven
Rule of Seven
If you get seven points in a row on one side of the mean, seven
points ascending, or seven points descending, the process is no
longer random and it is out of control
Originally adopted from a Ford quality manual
Assignable Change
When the controller adjusts the process to bring the process back
within process control limits
Control Charts

Specification Limit

(or Mean)

Specification Limit