Introduction to quality management

1. Project Quality
Project Quality
Management
Management
Project Quality
Project Quality
Management
Management

2. Quality is the Degree to WhichQuality is the Degree to Which
The Project Fulfill the RequirementsThe Project Fulfill the Requirements
Grade is the General Category or Classification of aGrade is the General Category or Classification of a
Deliverable or that Indicates Common Functions butDeliverable or that Indicates Common Functions but
Varying in Technical SpecificationsVarying in Technical Specifications

3. High accuracy, but low precisionHigh accuracy, but low precision High precision, but low accuracyHigh precision, but low accuracy
ACCURACY VS. PRECISIONACCURACY VS. PRECISION
PrecisionPrecision
Is a measure of exactness. For
example, the magnitude for each
increment on the measurement’s
number line is the interval that
determines the measurement’s
precision—the greater the number
of increments, the greater the
precision.
AccuracyAccuracy
Is an assessment of correctness.
For example, if the measured
value of an item is very close to the
true value of the characteristic
being measured, the measurement
is more accurate

4. MANAGE QUALITYVs. CONTROL QUALITYMANAGE QUALITYVs. CONTROL QUALITY
CONTROL QUALITYCONTROL QUALITY
Evaluating the ProjectEvaluating the Project
Deliverables against PlannedDeliverables against Planned
Metrics & StandardsMetrics & Standards
MANAGE QUALITYMANAGE QUALITY
Auditing Project WorksAuditing Project Works
Periodically as a part ofPeriodically as a part of
Executing Process to insureExecuting Process to insure
that Standards, Plans,that Standards, Plans,
Polices & Procedures arePolices & Procedures are
being Followed.being Followed.

5. QUALITYTHEORIESQUALITYTHEORIES

6. QUALITY PHILOSOPHIESQUALITY PHILOSOPHIES
ZERO DEFECTZERO DEFECT
is a concept created by Philip Crosby. Its basic foundation isis a concept created by Philip Crosby. Its basic foundation is
to do something right initially and you shouldn’t have toto do something right initially and you shouldn’t have to
repeat it.repeat it.
FITNESS FOR USEFITNESS FOR USE
The Fitness for Use concept was created by Joseph Juran. ItThe Fitness for Use concept was created by Joseph Juran. It
implies that the needs of the customers and Stakeholders areimplies that the needs of the customers and Stakeholders are
defined and then attempted to satisfy.defined and then attempted to satisfy.
CONTINOUS IMPROVEMENT (KAIZEN)CONTINOUS IMPROVEMENT (KAIZEN)
Continuous improvement takes a proactive stance toContinuous improvement takes a proactive stance to
development, one that makes improvements throughout adevelopment, one that makes improvements throughout a
process.process.

7. QUALITY IS NOT GOLD PLATINGQUALITY IS NOT GOLD PLATING
• Gold Plating is the practice of providing more than whatGold Plating is the practice of providing more than what
the customer requested. Per PMI®, this practice isthe customer requested. Per PMI®, this practice is
unacceptable and professionally irresponsible. The projectunacceptable and professionally irresponsible. The project
manager and team should provide only that which wasmanager and team should provide only that which was
approved.approved.
• Give your customers exactly what they ask for and whatGive your customers exactly what they ask for and what
they approve in the charter, no more or no less.they approve in the charter, no more or no less.

8. Other QualityTerms:TestingVs. InspectionOther QualityTerms:TestingVs. Inspection
• Inspection (Static)Inspection (Static)
– An inspection is the examination of a work product to determine if it conforms to documented
standards
– The results of an inspection generally include measurements and may be conducted at any level.
– For example, the results of a single activity can be inspected, or the final product of the project can be
inspected. Inspections may be called reviews, peer reviews, audits, or walkthroughs
– Inspections also are used to validate defect repairs
• Testing (Dynamic Operation)Testing (Dynamic Operation)
– Verifying that a Process allows to create a good product the first time.
– A Process, a Life Cycle Development has to be set up.
– Quality Gates allow to check that the process is effective.

9. Prevention is preferred over inspectionPrevention is preferred over inspection
• It is better to design qualitydesign quality into deliverables, rather than to find quality issuesfind quality issues
during inspection.
• The cost of preventingcost of preventing mistakes is generally much less than the cost of correcting
mistakes when they are found by inspection or during usage.
• Depending on the project and the industry area, the project team may need a working
knowledge of statistical control processes to evaluate data contained in the ControlControl
Quality outputsQuality outputs.
• The team should know the differences between the following pairs of terms:
• PreventionPrevention (keeping errors out of the process) and inspectioninspection (keeping errors out of
the hands of the customer);
• Attribute samplingAttribute sampling (the result either conforms or does not conform) and variable
sampling (the result is rated on a continuous scale that measures the degree of
conformity).
• TolerancesTolerances (specified range of acceptable results) and control limitscontrol limits (that identify the
boundaries of common variation in a statistically stable process or process
performance).

10. Prevention is preferred over inspectionPrevention is preferred over inspection
• COST OF QUALITYCOST OF QUALITY Organizations choose to invest in defect prevention because of
the benefits over the life of the product. Because projects are temporary, decisions about
the COQ over a product’s life cycle are often the concern of program management,
portfolio management, the PMO, or operations.

11. POPULATIONVs. SAMPLINGPOPULATIONVs. SAMPLING
• In populationpopulation testing every item created is tested (Ex: every airplane built).
• In sample testing you determine how much of something must be tested to ensure that
defects are caught.
• SampleSample testing would typically be done if you didn’t need to test everything, or if testing was
too costly or too destructive.

12. QUALITY RESPONSIBILITYQUALITY RESPONSIBILITY
RoleRole Level of ResponsibilityLevel of Responsibility ExampleExample
TeamTeam
member ormember or
workerworker
They are responsible for the
quality of their own work.
The electrician is
accountable to ensure that
work on the job is
satisfactory.
ProjectProject
ManagerManager
They are responsible for the
quality standards on the project.
The Project Manager is
responsible for the quality
on the networking project.
Senior/Senior/
ExecutiveExecutive
ManagementManagement
They are responsible for the
quality standards at the company.
The CEO and Senior
Management are responsible
for quality at the company.

13. Major Project Quality Management Process InterrelationsMajor Project Quality Management Process Interrelations
Plan Quality
Management
Manage
Quality
Project
Integration
Management
Control
Quality
To Other
Project
Processes
To Other
Project
ProcessesVerified Deliverables
- Quality Control
Measurements
- Work Performance
Information’s
- Test & Evaluate
Documents
- Quality Reports
- Deliverables
- Work Performance
Data
- Quality MP
- Quality Metrics Quality Reports
Quality Templates
from OPA

14. KEY CONCEPTS FOR PROJECT QUALITYKEY CONCEPTS FOR PROJECT QUALITY
MANAGEMENTMANAGEMENT
• Project Quality ManagementProject Quality Management addresses the management of the project and the
deliverables of the project. It applies to all projects, regardless of the nature of their
deliverables.
• Quality measures and techniquesQuality measures and techniques are specific to the type of deliverables being
produced by the project. For example, the project quality management of software
deliverables may use different approaches and measures from those used when building a
nuclear power plant. In either case, failure to meet the quality requirements can have
serious negative consequences for any or all of the project’s stakeholders. For example:
• Meeting customer requirementsMeeting customer requirements by overworking the project team may result in
decreased profits and increased levels of overall project risks, employee attrition, errors,
or rework.
• Meeting project schedule objectivesMeeting project schedule objectives by rushing planned quality inspections may
result in undetected errors, decreased profits, and increased post-implementation risks.

15. Tools & TechniquesTools & Techniques
Cost – Benefit AnalysisCost – Benefit Analysis
Cost Of QualityCost Of Quality
financial analysis tool used to estimate the strengths and weaknesses of
alternatives in order to determine the best alternative in terms of
benefits provided. A cost benefit analysis will help the project manager
determine if the planned quality activities are cost effective.The primary
benefits of meeting quality requirements include less rework, higher
productivity, lower costs, increased stakeholder satisfaction, and increased
profitability.A cost-benefit analysis for each quality activity compares the
cost of the quality step to the expected benefit.
Prevention costsPrevention costs. Costs related to the prevention of poor quality in
the products, deliverables, or services of the specific project.
Appraisal costsAppraisal costs. Costs related to evaluating, measuring, auditing, and
testing the products, deliverables, or services of the specific project.
Failure costs (internal/external)Failure costs (internal/external). Costs related to nonconformance
of the products, deliverables, or services to the needs or expectations of
the stakeholders.

16. Tools & TechniquesTools & Techniques
• Which are also referred to as process maps because they display the
sequence of steps and the branching possibilities that exist for a
process that transforms one or more inputs into one or more
outputs.
• Flowcharts show the activities, decision points, branching loops,
parallel paths, and the overall order of processing by mapping the
operational details of procedures that exist within a horizontal value
chain.
• One version of a value chain, known as a SIPOCSIPOC (suppliers, inputs,
process, outputs, and customers) model
Flowcharts
SIPOCSIPOC was in use at least as
early as the total quality
management programs of the
late 1980s and continues to
be used today in Six
Sigma, lean manufacturing,
and business process
management.

17. Tools & TechniquesTools & Techniques
• Are a visual representation of an organization’s data, described in
business language and independent of any specific technology.The
logical data model can be used to identify where data integrity or
other quality issues can arise.
Logical Data Model

18. Tools & TechniquesTools & Techniques
• Matrix diagramsMatrix diagrams help find the strength of relationships among different factors, causes, and
objectives that exist between the rows and columns that form the matrix.
• Depending on how many factors may be compared, the project manager can use different shapes of
matrix diagrams.
• For exemple, L,T,Y, X, CL,T,Y, X, C, and roof–shapedroof–shaped. In this process they facilitate identifying the key quality
metrics that are important for the success of the project.
Matrix Diagraming
• An L–shapedAn L–shaped matrix relates two groups of items to each other (or one group to itself).
• A T–shaped matrixA T–shaped matrix relates three groups of items: groups B and C are each related to A. Groups B
and C are not related to each other.
• A Y–shaped matrixA Y–shaped matrix relates three groups of items. Each group is related to the other two in a
circular fashion.
• A C–shaped matrixA C–shaped matrix relates three groups of items all together simultaneously, in 3-D.
• An X–shaped matrixAn X–shaped matrix relates four groups of items. Each group is related to two others in a circular
fashion.
• A roof–shaped matrixA roof–shaped matrix relates one group of items to itself. It is usually used along with an L – or
T–shaped matrix.

19. Tools & TechniquesTools & Techniques
Matrix Diagraming

20. Tools & TechniquesTools & Techniques
Data GatheringData Gathering
ChecklistChecklist
Decision Making
Root Cause Analysis (RCA)Root Cause Analysis (RCA)Root Cause Analysis (RCA)Root Cause Analysis (RCA)
Data AnalysisData Analysis
Alternative AnalysisAlternative Analysis
Documents AnalysisDocuments Analysis
Process AnalysisProcess Analysis
MultiCriteria Decision Analysis
Data Representation
Affinity Diagram
Cause – Effect Diagram
Flowcharts Histograms
Matrix
Diagrams
Scatter
Diagrams
AuditsAudits Designs for XDesigns for X
Problem SolvingProblem Solving
Quality Improvement MethodsQuality Improvement Methods
Root cause analysis is an analytical
technique used to determine the basic
underlying reason that causes a variance,
defect, or risk. A root cause may underlie
more than one variance, defect, or risk. It
may also be used as a technique for
identifying root causes of a problem and
solving them. When all root causes for a
problem are removed, the problem does
not recur.
Root cause analysis is an analytical
technique used to determine the basic
underlying reason that causes a variance,
defect, or risk. A root cause may underlie
more than one variance, defect, or risk. It
may also be used as a technique for
identifying root causes of a problem and
solving them. When all root causes for a
problem are removed, the problem does
not recur.
Which are also known as fishbone diagrams
or as Ishikawa diagrams. The problem
statement placed at the head of the
fishbone is used as a starting point to trace
the problem’s source back to its actionable
root cause
Flowcharts, which are also referred to as
process maps because they display the
sequence of steps and the branching
possibilities that exist for a process that
transforms one or more inputs into one or
more outputs.

21. Tools & TechniquesTools & Techniques
Data GatheringData Gathering
ChecklistChecklist
Decision Making
Root Cause Analysis (RCA)Root Cause Analysis (RCA)Root Cause Analysis (RCA)Root Cause Analysis (RCA)
Data AnalysisData Analysis
Alternative AnalysisAlternative Analysis
Documents AnalysisDocuments Analysis
Process AnalysisProcess Analysis
MultiCriteria Decision Analysis
Data Representation
Affinity Diagram
Cause – Effect Diagram
Flowcharts Histograms
Matrix
Diagrams
Scatter
Diagrams
AuditsAudits Designs for XDesigns for X
Problem SolvingProblem Solving
Quality Improvement MethodsQuality Improvement Methods
are a special form of bar chart and are used
to describe the central tendency,
dispersion, and shape of a statistical
distribution. Histograms show a graphical
representation of numerical data.
Histograms can show the number of defects
per deliverable, a ranking of the cause of
defects, the number of times each process
is noncompliant, or other representations
of project or product defects.
It allows the Quality team to study and
identify the possible relationship between
two variables. The direction of correlation
may be proportional (positive correlation),
inverse (negative correlation), or a pattern
of correlation may not exist (zero
correlation).
• Example: if Quality of wood changes,
so does the strength of doors
•Helps to see a correlation (or lack of)
between variables.
•The closer the output resembles a diagonal
line, the more dependent the variables are
•The less it resembles a diagonal line, the
more independent the variables are.
A set of technical guidelines that may be applied during the design of a product for the
optimization of a specific aspect of the design. DfX can control or even improve the product’s final
characteristics. The X in DfX can be different aspects of product development, such as reliability,
deployment, assembly, manufacturing, cost, service, usability, safety, and quality. Using the DfX
may result in cost reduction, quality improvement, better performance, and customer satisfaction.
A set of technical guidelines that may be applied during the design of a product for the
optimization of a specific aspect of the design. DfX can control or even improve the product’s final
characteristics. The X in DfX can be different aspects of product development, such as reliability,
deployment, assembly, manufacturing, cost, service, usability, safety, and quality. Using the DfX
may result in cost reduction, quality improvement, better performance, and customer satisfaction.

22. Pareto DiagramPareto DiagramTools & TechniquesTools & Techniques
The general rule with a Pareto diagram is the
80/20 rule, meaning that 80% of the problems
come from 20% of the issues.
The general rule with a Pareto diagram is the
80/20 rule, meaning that 80% of the problems
come from 20% of the issues.

23. • Control charts, are used to determine whether or not a process is stable or has predictable performance
– Upper and lower specification limits
– Upper and lower control limits
– The project manager and appropriate stakeholders may use the statistically calculated control limits to identify
the points at which corrective action will be taken to prevent unnatural performance.
• A process is considered out of control when:
– A data point exceeds a control limit
– Seven consecutive plot points are above the mean
– Seven consecutive plot points are below the mean
• Control charts, are used to determine whether or not a process is stable or has predictable performance
– Upper and lower specification limits
– Upper and lower control limits
– The project manager and appropriate stakeholders may use the statistically calculated control limits to identify
the points at which corrective action will be taken to prevent unnatural performance.
• A process is considered out of control when:
– A data point exceeds a control limit
– Seven consecutive plot points are above the mean
– Seven consecutive plot points are below the mean
CONTROL CHARTSCONTROL CHARTSTools & TechniquesTools & Techniques

24. CHECK SHEETSCHECK SHEETSTools & TechniquesTools & Techniques
• Check sheets, which are also known as tally sheets and may be used as a checklist when gathering data.
Check sheets are used to organize facts in a manner that will facilitate the effective collection of useful data
about a potential quality problem.
• Check sheets, which are also known as tally sheets and may be used as a checklist when gathering data.
Check sheets are used to organize facts in a manner that will facilitate the effective collection of useful data
about a potential quality problem.

25. • Histograms, are a special form of bar chart and are used to describe the central tendency, dispersion,
and shape of a statistical distribution. Unlike the control chart, the histogram does not consider the
influence of time on the variation that exists within a distribution.
• Histograms, are a special form of bar chart and are used to describe the central tendency, dispersion,
and shape of a statistical distribution. Unlike the control chart, the histogram does not consider the
influence of time on the variation that exists within a distribution.
HISTOGRAMSHISTOGRAMSTools & TechniquesTools & Techniques