PMP Muzette Charles_Spring2019_Week4_Chapter8

1. Project Management Professional
PMP® Exam Prep – Week 4
Quality Management
Prof. Muzette Charles, PMP | mcharles2@pace.edu

2. Quality Management
Chapter 8
“… works to ensure the project requirements, including product requirements are met & validated.”
• “Project is completed with no deviations from the project requirements.”
• Customer satisfaction – project meets the defined customer needs
• Continuous improvement: Plan-Do-Check-Act (PDCA) is the basis for quality improvement
• Prevention over inspection
• Management responsibility
Process Process Group Key Deliverables
8.1 Plan Quality Management Planning Quality Management Plan
8.2 Manage Quality Executing Change Requests
8.3 Control Quality Monitoring & Control Validated Changes

3. QA vs. QC
Quality Assurance
 Process-oriented
 Is project being
implemented
according to plan?
 Are project processes
as efficient and
effective as possible?
Quality Control
 Deliverable-oriented
 Does the deliverable
conform to customer-
agreed, measurable
quality characteristics?
Quality Management
Chapter 8

4. Quality Pioneers
Shewhart Statistical process control (SPC) and control charts
Deming Plan, Do, Check, Act (PDCA) model
Commitment to continuous improvement as a way to effect
organizational transformation
Juran Fitness for use—meeting customer’s requirements
Cost of quality, Pareto principle, quality trilogy
Crosby Conforming to customer needs and preventing defects (zero
defects)
“Quality is free.”
Feigenbaum Total quality management (leadership, use of technology,
commitment to customer needs)
Ishikawa Seven quality tools and quality circles (worker involvement)
Taguchi Focus on designing quality into a product or service
Shingo and
Ohno
Just-in-time (JIT) manufacturing and “lean”—focusing on
efficiency and value-producing activity

5. What quality expert championed the concept
of continuous improvement as integral to
quality management?
A. Deming
B. Juran
C. Crosby
D. Feigenbaum
Discussion Question
Answer: A
On the exam, you may be asked to define specific
quality theories or identify quality gurus by their
ideas. Chapter 8, Topic 1

6. Quality Initiatives in Organizations
TQM • Ancestor of many initiatives
Six Sigma
• Certified “black belt” practitioners
• Integration of quality in all business processes
ISO
• International Organization for Standardization
• ISO 9000 series
Baldrige
• Self-assessment and improvement program
• Malcolm Baldrige National Quality Award
CMMI
• Capability Maturity Model Integration
• Software project–oriented

7. How do organizational quality initiatives affect project
teams?
A. Only indirectly, through operations.
B. They may shape project quality processes and
objectives.
C. They are secondary to PMO processes.
D. They affect project managers but not team members.
Discussion Question
Answer: B
Quality initiatives can potentially affect the entire
organization, shaping project management processes and
affecting the way project success is defined. Most quality
initiatives emphasize the involvement of the entire team.
Chapter 8, Topic 1

8. Key Elements of Quality Management
Customer
Satisfaction
Prevention
over
Inspection
Continuous
Improvement
Management
Responsibility
Cost of
Quality

9. Quality Management
Chapter 8
Plan Quality Management
Process 1 Key Points
 “… identifying quality requirements and/or standards for the project & its deliverables & documenting how the
project will demonstrate compliance with quality requirements and/or standards.”
 Conformance to requirements: Customer Satisfaction & Fitness for use
 Quality vs Grade: It does what you NEED it to do vs people VALUE the product
 Baseline key inputs: Scope/WBS, deliverables, Acceptance Criteria, Cost/approving funding, budget per period,
Schedule/milestone dates

10. Quality vs. Grade
 Quality: Degree to which a thing fulfills its requirements
 Grade: Way to distinguish items with same use but different quality
requirements
Quality Management
Chapter 8
Plan Quality Management
Process 1

11. Cost of Quality
Cost of Conformance
Prevention Costs
Designing
quality and
conformanc
e to
require-
ments from
the start
Providing
adequate
training, equip-
ment, and time
to build it right
Appraisal
Costs
Testing and
inspections
Cost of
Nonconformance
Internal
Failure
Costs
Rework and
scrap
External
Failure
Costs
Warranty,
liabilities,
loss of
customers
Source: Adapted from Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Sixth Edition, Project Management
Institute, Inc., 2013, Figure 8-5, Page 283. Material from this publication has been reproduced with the permission of PMI.
Quality Management
Chapter 8Plan Quality Management
Process 1

12. What expense would be considered a cost of
nonconformance?
A. An action must be corrected because of
incomplete project communication.
B. All components are subjected to rigorous
inspections.
C. Engineers must be trained in a new process.
Discussion Question
Answer: A
A is the result of noncompliance with the project’s
internal communication processes. B and C are both
associated with preventing quality issues from reaching
the customer or from occurring in the first place.
Chapter 8, Topic 2

13. Quality Management
Chapter 8
Plan Quality Management
Process 1
Key Points
7 Basic Quality Tools:
 Fishbone aka Ishikawa (Cause & Effect Diagram): see all defect causes by categories or see all
requirements & the factors that may cause defects
 Pareto Diagram: sorts frequency of defects in descending order – 80/20 Rule
 Histogram: vertical bar chart of potential problems
 Control Cart: if a process is stable or has predictable performance with upper/lower limits, Heuristic 7
 Scatter Diagram (Correlation charts): compares 2 types of data
 Flowcharts (Process Map): visualize how tasks/phases are interrelated/depend on each other SIPOC
model (supplier, input, process, output, customer)
 Checksheet (Tally Sheet): gathers data of product being tested

14. Quality Management
Chapter 8
Cause-and-
effect diagram
Ishikawa or
fishbone diagram
5 Whys
Flowchart
Identify inter-
dependencies in
complex processes
Checksheet
Summarize
and categorize
events
Seven Basic Quality Tools
Plan Quality Management
Process 1

15. Quality Management
Chapter 8
Seven Basic Quality Tools
Plan Quality Management
Process 1
Histogram
Bar chart
Sort and compare
data
Pareto
diagram
80/20 cut
Distinguish the
“vital few” causes
Scatter
diagram
Plot data from
two variables to
detect
associations

16. Quality Management
Chapter 8
Seven Basic Quality Tools
Plan Quality Management
Process 1
 Plot a series of data points
against specifications to detect if
a process is out of control
– Single data point above or
below control limits
– Rule of 7: 7 consecutive points
above or 7 consecutive points
below the mean
Control Charts

17. What quality tool is being used?
Needs collected during successive customer
workshops are grouped by type.
A. Scatter diagram
B. Pareto diagram
C. Control chart
D. Histogram
Discussion Question
Answer: D
A histogram can be used to display the relative sizes of
these groups. For example, each group might be
represented by one bar that is subdivided into the top
categories of needs.Chapter 8, Topic 2

18. Quality management plan
How the team will achieve
its quality objectives
Quality metrics
What will be measured,
target values, tolerances
Project Management Plan
updates
Risk management plan
and scope baseline
Project documents
updates
Lessons learned, risk, and
stakeholder registers and
requirements traceability
matrix
Quality Management
Chapter 8Plan Quality Management
Process 1
Plan Quality Management Outputs

19. Is this a difference of quality or grade?
Two sun lotions have the same SPF factor, but
one’s protective effects last longer than the other’s.
Discussion Question
Answer: Grade
Both products fulfill the same requirement
to protect against the sun. One may have
additional ingredients that extend its
effectiveness. Chapter 8, Topic 2

20. Quality Management
Chapter 8
Manage Quality
Process 2
Key Points
 “…. The process of auditing the quality requirements & the results from quality control measurements to ensure
appropriate quality standards are used.”
 Assurance seeks confidence that a future or unfinished output will be completed in a manner to meet requirements
 Unfinished Output = Work in progress

21. Quality Management
Chapter 8
Manage Quality
Process 2
Affinity
diagram
Sort data before
problem solving
Process decision
program chart
(PDPC)
Identify problem
nodes
Inter-
relationship
digraph
Show cause/
effect
Quality Tools

22. Quality Management
Chapter 8
Manage Quality
Process 2
Quality Tools
Tree
diagram
Decompose
into
components
Prioritiza-
tion matrix
Assess items
by weighted
criteria
Activity
network
diagram
Sequence
events and
their
relationships
Matrix
diagram
Score items
against
categories

23. Quality Management
Chapter 8
Manage Quality
Process 2
Quality Tools
Quality Audits
 Structured process to determine conformance
with policies, processes, and procedures
 Could be independent and external
 Uses quality tools
 Results in report
Checklists
 Gather data and verify that specific steps
have been performed.
Design for X
 Follow technical guidelines to control and
improve a product’s final characteristics.

24. A project manager receives a report with
recommendations from an internal QA department
about changes to team procedures. What should the
project manager do?
A. Disregard the recommendations since they are
internal and will have negative effects.
B. Implement the recommendations since the team is
committed to process improvement.
C. Analyze the impact of the changes on project
baselines.
D. Initiate a change request.
Discussion Question
Answer: C
If possible, the improvements should be made, but the
project manager must first assess their impact so that a
change request can be initiated if necessary.
Chapter 8, Topic 3

25. Quality Management
Chapter 8
Control Quality
Process 3
Key Points
 “… identifying causes of poor process or product quality & recommending and/or taking action to eliminate them.”
 “Validating that project deliverables meet the stakeholder’s requirements necessary for final acceptance.”
 Defects: Prevention (monitor quality) is ALWAYS better than Inspection (checking deliverables for defects)
 Cost-Benefit Analysis: Decreased Rework vs. Increased Production, Efficiency & Satisfaction

26. Quality Management
Chapter 8

27. Key Elements of Quality Management
Customer
Satisfaction
Prevention
over
Inspection
Continuous
Improvement
Management
Responsibility
Cost of
Quality