PMP Project Quality Management PMBOK V4.0

PMP Examination Preparatory Course
Topic: Project Quality Management

Version 4.0
Project Quality Management Hot Topics
Quality Assurance
Cost of Quality
Control Charts
Fishbone diagram
Quality Pioneers
Pareto Chart
Design of experiments
Statistical sampling Normal curve
PMBOK Workshop | Financial Services

All work described was performed by Capgemini or a Capgemini affiliate
2009 Capgemini - All rights reserved 1
Project Quality Management Processes
Initiating Monitoring & Closing

Planning Executing
Process Controlling Process Process
Process Group Process Group
Group Group Group
Plan Quality Perform Perform Quality
Quality Control
Assurance

Project Quality Management
Processes required to ensure that the project will satisfy the needs for which it
was undertaken
Plan Quality (Planning)
Perform Quality Assurance (Executing)
Perform Quality Control (Monitoring & Controlling)

What is Quality?
Quality Definitions:
The degree to which a set of inherent characteristics fulfills requirements
Conformance to requirements
Fitness for use Produce what was said to be produced and what gets produced must
satisfy the real need
Cost of preventing mistakes is always much less than cost of

correcting them, hence Prevention is always better than Inspection

Plan Quality
Involves identifying which quality standards are relevant to the project and
determining how to satisfy them
Should be performed in parallel with the other project planning processes
Quality is planned, designed and built in Not

inspected in

Plan Quality
Inputs Tools and Techniques Outputs
Scope Baseline Cost-Benefit analysis Quality Management Plan

Stakeholder Register Cost of Quality (COQ) Quality Metrics
Cost Performance Baseline Control Charts Quality Checklists
Schedule Baseline Benchmarking Process improvement plan
Risk Register Design of experiments Project document updates
Enterprise Environmental Statistical Sampling
Factors Flowcharting
Organizational process Proprietary QM
Assets methodologies
Additional Quality Planning
tools

Inputs Plan Quality
Scope Baseline
Scope statement : Contains the project description, major project deliverables and
acceptance criteria
WBS: identifies the deliverables, the work packages and the control accounts used to
measure project performance
WBS Dictionary: defines technical information for WBS elements
Stakeholder Register
Identifies stakeholders with particular interest in, or impact on, quality
Cost Performance Baseline
Documents accepted time phase used to measure cost performance
The definition of acceptance criteria can significantly increase or

decrease project quality costs

Inputs Plan Quality
Schedule Baseline
Accepted schedule performance measures including start date and end date
Risk Register
Information on threats and opportunities that may impact quality requirements
Enterprise Environmental Factors

Governmental Agency regulations, rules, standards and guidelines etc.
Organizational Process Assets

Organizational quality policies, procedures etc
Lessons learned from previous projects

Tools & Techniques Plan Quality
Cost / Benefit Analysis

The primary cost of meeting quality requirements is the expense associated with
Project Quality Management activities. Benefits are less rework, higher productivity,
lesser costs etc.
Benchmarking
Involves comparing actual or planned project practices to those of comparable projects
to identify best practices, generate ideas for improvement and to provide a basis by
which to measure performance
Design of Experiments (DoE)
DoE is a statistical method that helps identify which factors may influence specific
variables of a product or process under development or in production
It provides a statistical framework for systematically changing all of the important
factors, instead of changing the factors one at a time
Cost of Quality (or Conformance) CoQ Discussed in the next slide

Cost of Quality (CoQ)
Types of Costs Associated with Quality are:

Cost of Conformance (Prevention and Appraisal costs)
Cost of Non-Conformance (Failure Costs)
Prevention costs Appraisal costs Failure costs

Costs associated with Costs associated with checking Costs associated with products
preventing defects from the product to separate the that have failed to meet the
occurring PROACTIVE defectives from the acceptable quality requirements. Failures
Planning for quality products REACTIVE can be internal as well as
Inspections external.
Training
Reviews Scrap
Audits
Testing Repair and rework
Product recalls
Loss of customers
Down time
Impact of Poor Quality Increased cost, decreased productivity, increased risk, increased cost of
tracking and monitoring
The cost of conformance is always lower than the cost of non-conformance !!

Tools & Techniques Plan Quality
Control Charts
Used to determine whether or not a process is stable and has predictable performance
Covered in later in this presentation
Statistical Sampling
Choosing a part of population of interest for inspection
Sample size and frequency are planned
Flowcharting
Graphical representation of process steps and their inter-relationships
Proprietary QM Methodologies
Six sigma, TQM, CMMi etc (Covered in later in this presentation)
Additional Quality Planning Tools
Brain storming, Force field analysis, Affinity diagrams, Nominal group techniques, etc

Grade Vs Quality
Grade vs. Quality

A ranking or categorization used to distinguish items or products that have the same
functional use (e.g., eggs, hammers, paper), but do not share the same requirements
for quality (e.g., different hammers maybe built to withstand varying degrees of force)
If the customer or clients requirement calls for grade B materials rather than grade A,
then using grade A does not add to the project. You must understand the spec, then
conform to it.
Low Grade is acceptable, but not low Quality

Outputs Quality Planning
Quality Management Plan
Describes how the project management team will implement the performing organization
quality policy
Quality Metrics
A metric describes what something is and how the QC process measures it.
A measurement is an actual value
Quality Checklists
A checklist is a structured tool, used to verify that a set of required steps has
been performed
Process Improvement Plan
Process boundaries, process configuration, process metrics, Targets for
improved performance.
Project Document Updates

Sample Question
Which of the following is correct with respect to a product developed or

service performed?
A. Low quality is acceptable, low grade is not.
B. Low grade is acceptable, but low quality is not
C. Neither low grade nor low quality is acceptable
D. Grade and quality are the same thing

Sample Question (Contd.)
Which of the following statements about Cost of Quality are true?

A. The cost of quality is the expense of non-conformance to requirements
and specifications
B. The costs of quality are mostly the direct responsibility of workers who are
manufacturing the product
C. Quality control programs should only be implemented when the costs of
quality is low
D. A and B

Perform Quality Assurance (Executing Process Group)
Quality Assurance is the application of planned, systematic quality

activities to ensure that the project will employ all processes needed to
meet requirements
Performed by Q.A. department or group
QA also provides support for Continuous Process Improvement
Quality assurance is not a one time activity, but performed throughout the
project
Continuous Process Improvement reduces waste

and non-value-added activities

Perform Quality Assurance
Project Management Plan Quality planning tools and Organizational process assets
Quality Metrics Quality control tools updates
Work performance information Quality audits Change requests
Quality control measurements Process Analysis Project management plan

updates
Project document updates

Inputs Quality Assurance
Project Management Plan
Quality Management Plan: Describes how QA will be performed with in the project
Process Improvement Plan: Details the steps for analyzing processes to identify
activities which enhance their value
Quality Metrics
Is an operational definition that describes, in very specific terms, a project or product
attribute and how a quality process will measure it
Work Performance Information
Project deliverables status, schedule progress, costs incurred.
Quality Control Measurements
QC measurements are the results of QC activities that are fed back to the QA process

Perform Quality Assurance Tools & Techniques
Quality Planning & Control Tools and Techniques

Discussed in Plan Quality and Quality Control Processes
Quality Audits
A quality audit is a structured, independent review to determine whether project
activities comply with organizational and project policies, processes, and procedures
Quality audit may be scheduled or random and may be conducted by internal or
external auditors.
Process Analysis
Follows steps outlined in process improvement plan
Examines problems/constraints experienced
Includes root cause analysis

Perform Quality Assurance Outputs
Organizational process assets updates

Changes in quality standards (not limited to)
Change requests
Project management plan updates
Quality audit reports, Training plans, process documentation.

Perform Quality Control
Involves monitoring specific project results to determine compliance with

standards
Identify and eliminate causes of unsatisfactory results
Performed throughout the project
Project results include deliverables as well as project management results
cost / schedule performance
Quality standards include project processes and product goals

Perform Quality Control (Contd.)
Understanding Different Terms
PREVENTION INSPECTION
Keeping errors out of the process Keeping errors out of the hands of customers
VARIABLES SAMPLING
ATTRIBUTE SAMPLING
Result is rated on a continuous scale that
The results Conform or Does not conform
measures degree of conformity
SPECIAL CAUSES RANDOM / COMMON CAUSES

Unusual events (also known as assignable causes) Normal process variation
CONTROL LIMITS
TOLERANCE (Specification limits)
Derived from the performance
Set by the Customer, Regulatory bodies,
standards bodies, and Organization Process is in control if results fall within the control
limits

Perform Quality Control (Contd.)
Project management plan Cause and Effect diagram Quality control measurements
Quality Metrics Control charts Validated changes
Quality Checklists Flow-charting Validated deliverables
Work performance information Histogram Organization process assets
Approved change requests Pareto chart (updates)
Deliverables Run chart Change requests
Organizational process assets Scatter diagram Project management plan

(updates)
Statistical sampling
Inspection
Approved change request review

Perform Quality Control Inputs
Project Management Plan

Covered in previous process
Quality Metrics
Quality Checklists
Organization Process Assets
Work Performance Information Planned vs. Actual
Technical performance, schedule performance, cost performance
Approved Change Requests
Modifications such as Revised work methods, revised schedule etc.
Deliverables (work product)

Tools & Techniques Perform Quality Control
1
Fishbone diagram / Cause and Effect Diagram / Ishikawa diagram
This is also called as root cause analysis; Developed by Ishikawa; Reflects the shape of a fish bone
Usually conducted in groups; brainstorming is conducted to identify probable causes
Each Major Cause is drilled down to identify causes leading to it
Rule of Thumb Do not go beyond 5 levels of drill down
Tight Schedules People
Late start unskilled

Problem
(Defect)
Not defined
Ill-maintained
Methodology Machine

Tools & Techniques Perform Quality Control (Contd.)
2
Inspection
Examination of a work product to determine if it conforms to documented
standards
Used to validate defect repairs
Inspections can be in-process and/or after the product is finished
Also referred to as reviews, peer reviews, audits or walkthroughs
Inspection is also a T&T of Scope Verification

3
Control Charts
Purpose is to determine whether or not a process is stable or has predictable
performance
Illustrate how a process behaves over time
Can be used to plot any type of output variable
Helps identify whether process is under control
Process is said to be capable when it is under control and can meet the set
specification limits
Upper and Lower control limits are usually set at + / - 3 sigma (standard deviation)
Control charts can be used for both Project and Product life cycle
processes

Tools & Techniques Perform Quality Control Control Chart
Typical Control Chart
Upper Control Limit (UCL)

Typically
3
R
A
N
G
E
Results Lower Control Limit (LCL)
Typically
3
TIME

(Contd.)
Random and special causes

Special Cause
N
O
R Upper Control Limit
M
A
L
V
A
R
I
A
T
I Results Lower Control Limit
O
N
TIME

Tools & Techniques Specification Limits are set by Customer
Process under control but outside limits set by customer
UCL
Upper Specification Limit

R
A
N
G Lower Specification Limit
E
LCL
Rejects
TIME

Tools & Techniques
Process outside control limits, but within customer specifications

UCL
R
A
N
G LCL
E
Lower Specification Limit
Accepted
TIME

Process under control and capable provides assurance
Upper Control Limit
R
A
N
G
E
Lower Control Limit
TIME

(Contd.)
RULE OF SEVEN: Seven non-random points above or below the mean
Upper Control Limit
R
A
N
G
E
Lower Control Limit
TIME

Tools & Techniques Perform Quality Control Pareto Chart
4
Pareto Chart
Defect Pareto
60 100%
Histogram ordered by frequency of
90%
occurrence
50
80%
Also called 80/20 rule or vital few
trivial many rule 40
70%
60%
Helps project teams focus on
problems that are causing the 30 50%
greatest number of defects first 40%

20
30%
20%
10
10%
0 0%
D B A C E F I
Number of Defects % of Total
Rank ordering is used to guide corrective action

Tools & Techniques Perform Quality Control Flow Charting
5
Flowcharts Sample
START
Help to analyze how problems occur
Show how various elements of a
system interrelate Step 1 Develop product
Helps teams anticipate what and

where quality problems may occur so
that they can be proactively be Review Fail
tackled Decisio Rework
n?
Example If Review step is not
planned, defective products may get Pass
shipped
Dispatch
End
All process flowcharts show activities, decision points, and the

order of processing
6
Statistical Sampling
Choosing part of a population for inspection
Appropriate sampling can help reduce cost of inspection and quality control
Example:
Randomly selecting 5 projects from a list of 60 for an audit
Appropriate Sampling can reduce the cost of Quality Control

Project Quality Management
Normal Distribution / Statistical Metrics

Mean = Arithmetic Average. To calculate the mean, we add all the given numbers
and then divide the sum by total count. A total count is a number that is equal to
how many those given rational numbers we did add together
Median = Middle. It means the middle value of the several readings, where all
those given readings are placed in an increasing order
Mode = Most Common. The most common value found in a group consisting of
several readings is called as the 'mode'. A group of observation can have more
than one modal value

Project Quality Management (Contd.)
Normal Distribution / Statistical Metrics

Variance measure of a variables statistical dispersion through a sample
Standard Deviation the most common measure of statistical dispersion,
measuring how spread out the values in a data set are. Its defined as the square
root of the variance
STD. DEV. OF TASK = P O
6
TASK VAR. = (P O)2 = (Std. Dev )2
6
________________________
Project Std. Dev = sum of the task variances

Project Quality Management (Contd.)
Normal Distribution
SIGMA 1 = 68.26
2 = 95.46
3 = 99.73
6 = 99.99
Memorize
68% of the area under any normal curve lies within 1 standard
deviation from the mean
95.5% of that area lies within 2 standard deviations from the mean

7
Histogram 140 Histogram
Bar chart showing a distribution of 120

variables
Each column represents an attribute 100
or characteristic of problem/situation
80
Height of columns represent relative
frequency of characteristic 60
Helps identify cause of problems in a

40
process by shape and width of
distribution
20
0
D B A C E F I G J H
Number of Defects
Rank ordering is used to guide corrective action

8
Run chart
Shows history and pattern of variation
Shows trends in process over time, variation over time, declines or improvements in
process over time
Facilitates trend analysis
Mathematical techniques are used to forecast future outcomes based on historical
results
25.0% Run Chart

20.0%
% variation
15.0%
10.0%
5.0%
0.0%
-5.0% 1 2 3 4 5 6 7 8 9 10
Weeks
Schedule Variance Linear (Schedule Variance)

9
Scatter Diagram
Shows the pattern of relationship between two variables
Dependent versus independent variables are plotted
The closer the points are to a diagonal line, the more closely they are related
60 Scatter diagram
50
undetected defects
40
30
20
10
0
0 1 2 3 4 5 6
Hours in review
Undetected Defects Linear (Undetected Defects)

10
Approved Change Requests Review
To verify whether or not Change requests are implemented as approved

Perform Quality Control Outputs
Quality control measurements
Documented results of QC activities as per Quality plan
Validated changes
Validated deliverables
Organization process assets (updates)
Completed checklists
Lessons learned documentation
Change requests
Project management plan (updates)
Quality management plan
Process improvement plan

Quality Assurance Vs Quality Control
Quality Assurance (QA) Quality Control (QC)
QA activities ensure that the process is QC activities focus on finding defects in

defined and appropriate specific deliverables
E.g. Standards development E.g. Testing
Process Oriented Product Oriented
Makes sure you are doing the right Makes sure the results of what you've
things, the right way done are what you expected

Sample Question
Which of the following is not an output of quality assurance:

A. Recommended corrective actions
B. Updates to the project plan
C. Requested changes
D. Quality audits

Design of experiments (DoE) is a technique used in:

A. Perform quality assurance process
B. Perform quality management process
C. Quality planning process
D. Perform quality control process

Quality costs include all of the following except:

A. Quality planning tools and techniques
B. External failure
C. Appraisal
D. Prevention

As the project manager on a large defense project, you find that there
are an unexpectedly large amount of quality problems on your project.
You decide that your best approach is to focus on the root cause of the
problems. Which would be the best tool for you to use:
A. Trend analysis
B. Ishikawa diagram
C. Pareto chart
D. Control chart

The upper and lower control limits on a control chart represent:

A. The specification limits for a process
B. The customers specifications for quality
C. The acceptable range of variation in a process
D. The variation of a process from the mean

A series of consecutive points on the same side of an average is called:

A. The rule of seven
B. A run
C. An outlier
D. A trend

Quality Management Topics (Additional Reading Material)
Deming
Juran
Crosby
Taguchi
Gold Plating
Six Sigma

Project Quality Management Quality Philosophy
Continuous
Improvement
Standards Proprietary Approach Non-Proprietary Approach
Deming PDCA cycle

Total Quality Management
ISO 9000 Crosby Zero defect

series Kaizen
Juran Quality
improvement, planning and Just-In-Time
control
Taguchi - Design of Six Sigma

Experiments
Quality Management Approach

For both Product and Project

Quality Pioneers
W. E. Deming
Pioneered the use of statistics and sampling methods in the 1920s as
30s
Was influenced by Shewhart (plan-do-check-act cycle)
According to Deming:
85% of quality problems required
managers to make corrective actions
15% of quality problems were errors that
workers or team members could control

Quality Pioneers (Contd.)
Joseph M. Juran
Developed the Juran Trilogy: quality improvement, quality planning,
quality control
Emphasized the importance of products being fit for customers use
Was concerned with the legal side of quality standards:
Criminal liability
Civil liability
Warranties
Appropriate corporate actions

Quality Pioneers (Contd.)
Philip B. Crosby
Postulated that:
Error prevention is the key to high quality
Activities should be done correctly the first time
Quality is conformance to requirements
The system of quality is prevention
The performance standard is zero defects
The measurement of quality is the price of nonconformance

Additional Reading Material
JIT (Just-in-Time)
In order to reduce inventory costs, a company may ask suppliers to
deliver just as much supplies or raw materials as are needed to satisfy
the companys short-term needs (i.e., just in time)
This means that quality must be high in order to make sure that there
are enough supplies or materials needed to meet production
requirements

Other PMP Concepts
Gold plating
Adding tasks or components that are not in the approved scope
The only activities that should be performed are those in the Work
Breakdown Structure
Gold plating adds ZERO value to the project
PMs should concentrate on conforming to requirements, and nothing
else
Gold plating does not add to quality

Additional Reading Material Six Sigma
Six Sigma is a methodology to manage process variations that cause

defects, defined as unacceptable deviation from the mean or target;
and to systematically work towards managing variation to eliminate
those defects.
-- Motorola Corporation:
(http://www.motorola.com/content.jsp?globalObjectId=3088)
A quality improvement initiative undertaken by the performing
organization
Focuses on systematically correcting mistakes revealed by thorough
inspection
Can improve the quality of the projects management

Project Quality Management Six Sigma
Normal Distribution
SIGMA 1 = 68.26
2 = 95.46
3 = 99.73
6 = 99.99
Memorize
68% of the area under any normal curve lies within 1 standard
deviation from the mean

Additional Reading Material
ISO 9000
A family of ISO (the International Organization for Standardization)
standards for quality management systems
The standards originated in manufacturing, but are now employed
across a wide range of other types of organizations
ISO 9000 does not guarantee the quality of end products and
services; rather, it certifies that consistent business processes are
being applied

Additional Reading Material (Contd.)
Kaizen ( )
Japanese word for improvement.
Refers to the concept of continuous improvement
For the PMP exam know:
Kaizen is small, incremental improvements
A project manager practicing Kaizen is always looking for a way to make
things better

Sample Question
Many quality experts believe that a severe limitation of Taguchis

approach to the design of experiments is the need for timing with
respect to product/process development. The technique can only be
effective when applied early in the design of the product/process
system
Design of experiments is a technique that helps:
A. Set up a standard used to measure performance
B. Identify which factors might influence specific variables
C. Determine how various elements of a system
interrelate
D. Determine benchmarking variables and measure

A well written policy statement on quality will:

A. Define the protocols for making changes to the policy
B. Include an explanation of how customers view quality
in their own companies
C. Promote consistency throughout the enterprise and
across projects
D. Be based on the plan-do-check-act cycle

The use of quality management processes and activities aims to

provide a higher degree of:
A. Project team performance
B. Needs satisfaction
C. Process capability
D. Product improvement

Sample Question
The project team is using a Pareto chart as part of their effort to

determine what quality standards will be used on the project. What part
of the project quality management process are they in?
A. Quality defect analysis
B. Perform quality control
C. Perform quality assurance
D. Quality planning

Project Quality Management Recap
Quality Assurance
Cost of Quality
Control Charts
Fishbone diagram
Quality Pioneers
Pareto Chart
Design of experiments
Statistical sampling Normal curve

Review Questions Time
Review Questions

Thank You
www.capgemini.com/financialservices

PMP Project Quality Management PMBOK V4.0

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PMP Examination Preparatory Course

Topic: Project Quality Management

Statistical sampling Normal curve

PMBOK Workshop | Financial Services

Initiating Monitoring & Closing

PMBOK Workshop | Financial Services

PMBOK Workshop | Financial Services

Cost of preventing mistakes is always much less than cost of

PMBOK Workshop | Financial Services

Quality is planned, designed and built in Not

PMBOK Workshop | Financial Services

Inputs Tools and Techniques Outputs

Scope Baseline Cost-Benefit analysis Quality Management Plan

PMBOK Workshop | Financial Services

The definition of acceptance criteria can significantly increase or

PMBOK Workshop | Financial Services

Enterprise Environmental Factors

Organizational Process Assets

PMBOK Workshop | Financial Services

Cost / Benefit Analysis

PMBOK Workshop | Financial Services

Types of Costs Associated with Quality are:

Prevention costs Appraisal costs Failure costs

PMBOK Workshop | Financial Services

PMBOK Workshop | Financial Services

Grade vs. Quality

Low Grade is acceptable, but not low Quality

PMBOK Workshop | Financial Services

PMBOK Workshop | Financial Services

Which of the following is correct with respect to a product developed or

PMBOK Workshop | Financial Services

Which of the following statements about Cost of Quality are true?

PMBOK Workshop | Financial Services

Quality Assurance is the application of planned, systematic quality

Continuous Process Improvement reduces waste

PMBOK Workshop | Financial Services

Inputs Tools and Techniques Outputs

Work performance information Quality audits Change requests

Quality control measurements Process Analysis Project management plan

PMBOK Workshop | Financial Services

PMBOK Workshop | Financial Services

Quality Planning & Control Tools and Techniques

PMBOK Workshop | Financial Services

Organizational process assets updates

PMBOK Workshop | Financial Services

Involves monitoring specific project results to determine compliance with

Quality standards include project processes and product goals

PMBOK Workshop | Financial Services

Understanding Different Terms

SPECIAL CAUSES RANDOM / COMMON CAUSES

PMBOK Workshop | Financial Services

Inputs Tools and Techniques Outputs

Deliverables Run chart Change requests

Organizational process assets Scatter diagram Project management plan

PMBOK Workshop | Financial Services

Project Management Plan

PMBOK Workshop | Financial Services

Tight Schedules People

Late start unskilled

PMBOK Workshop | Financial Services

Inspection is also a T&T of Scope Verification

PMBOK Workshop | Financial Services

PMBOK Workshop | Financial Services

Typical Control Chart