PROJECT QUALITY

MANAGEMENT
BY
Eng. Ahmed Fahmy
MBA, PMP
Grade versus Quality
■ Quality
Quality is the degree to which a set of inherent
characteristics fulfill requirements
■ Grade
Grade is a category assigned to products or services having
the same functional use but different technical
characteristics
(while failing to meet quality requirements is always a
problem, low grade may not be)
■ Project manager and project management team are
responsible for determining and delivering the required
level of both quality and grade
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Differences between quality activities

Quality Planning Quality management Quality Control

Planning Implementation Control
Determine which following and meeting Perform the
quality standards are standards to assure that the measurement and
relevant and how to final product will meet compare to the plan
measure them needs, expectations, and
requirements.

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Cost of quality

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Levels of effective quality management
■ Let the customer find the defects.
■ Detect and correct the defects before the
deliverables are sent to the customer.
■ Use quality assurance to examine and correct
the process itself and not just special defects.
■ Incorporate quality into the planning and
designing of the project and product.
■ Create a culture throughout the organization
that is aware and committed to quality in
processes and products.
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Modern quality management approaches
■ Customer satisfaction.
■ Continual improvement. The plan-do-check-
act (PDCA) cycle is the basis for quality
improvement
■ Management responsibility.
■ Mutually beneficial partnership with
suppliers.

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Project Quality Management
• includes the processes and activities of the performing
organization that determine quality policies,
objectives, and responsibilities
• Project Quality Management works to ensure that the
project requirements, including product
requirements, are met and validated.
■ Planning
8.1 Plan quality management
■ Execution
8.2 Manage quality
■ Monitoring and controlling
8.3 Control quality
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Plan quality management
is the process of identifying quality requirements
and/or standards for the project and its deliverables,
and documenting how the project will demonstrate
compliance with quality requirements and/or
standards.

• The key benefit of this process is that it provides

guidance and direction on how quality will be
managed and verified throughout the project.

• This process is performed once or at predefined

points in the project.
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Plan quality management
Inputs Tools & techniques Outputs
.1 Project charter .1 Expert judgment .1 Quality management
.2 Project management plan .2 Data gathering plan
• Requirements management • Benchmarking .2 Quality metrics
plan • Brainstorming .3 Project management
• Risk management plan • Interviews plan
• Stakeholder engagement .3 Data analysis updates
plan • Cost-benefit analysis • Risk management
• Scope baseline • Cost of quality plan
.3 Project documents .4 Decision making • Scope baseline
• Assumption log • Multicriteria decision .4 Project documents
• Requirements analysis updates
documentation .5 Data representation • Lessons learned
• Requirements traceability • Flowcharts register
matrix • Logical data model • Requirements
• Risk register • Matrix diagrams traceability
• Stakeholder register • Mind mapping matrix
.4 Enterprise environmental .6 Test and inspection • Risk register
factors planning • Stakeholder
.5 Organizational process assets .7 Meetings register

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Logical data model

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Matrix Diagram

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Decision making (prioritization matrix)

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Decision making (prioritization matrix)

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Decision making (prioritization matrix)

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Decision making (prioritization matrix)

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Decision making (prioritization matrix)

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Mind mapping

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Quality Metrics
• A quality metric specifically describes a project or
product attribute and how the Control Quality
process will verify compliance to it.
• Some examples of quality metrics include percentage
of tasks completed on time, cost performance
measured by CPI, failure rate, number of defects
identified per day, total downtime per month, errors
found per line of code, customer satisfaction scores,
and percentage of requirements covered by the test
plan as a measure of test coverage.

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Manage quality
is the process of translating the quality management
plan into executable quality activities that incorporate
the organization’s quality policies into the project.
• The key benefits of this process are that it increases
the probability of meeting the quality objectives as
well as identifying ineffective processes and causes of
poor quality.
• Manage Quality uses the data and results from the
control quality process to reflect the overall quality
status of the project to the stakeholders.
• This process is performed throughout the project.

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Quality assurance
■ Manage Quality is sometimes called quality
assurance, although Manage Quality has a broader
definition than quality assurance as it is used in non-
project work.
■ In project management, the focus of quality
assurance is on the processes used in the project. It is
about using project processes effectively.
■ Quality assurance involves following and meeting
standards to assure that the final product will meet
needs, expectations, and requirements.

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Manage quality
Inputs Tools & techniques Outputs
.1 Data gathering
.1 Project management .1 Quality reports
• Checklists
plan .2 Test and evaluation
.2 Data analysis
• Quality • Alternatives analysis
documents
management plan • Document analysis .3 Change requests
.2 Project documents • Process analysis .4 Project management
• Lessons learned • Root cause analysis plan
register .3 Decision making updates
• Quality control • Multicriteria decision • Quality management plan
measurements analysis • Scope baseline
• Quality metrics .4 Data representation • Schedule baseline
• Risk report • Affinity diagrams • Cost baseline
.3 Organizational process • Cause-and-effect diagrams .5 Project documents
assets • Flowcharts updates
• Histograms • Issue log
• Matrix diagrams • Lessons learned register
• Scatter diagrams
• Risk register
.5 Audits
.6 Design for X
.7 Problem solving
.8 Quality improvement methods

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Affinity diagram

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Cause-and-Effect Diagram
The Fishbone or Ishikawa diagram can also
contain probabilities

Time Material Machine Method

Major
defect

effect
Energy Personnel Measurement Environment

Potential causes

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Flowcharting
1 2 3
project Compliance Develop
request copy artwork

no
4
7 6 5
Artwork
Vendors Artwork out Change control
approved
Make proofs For proofs Of specs

no yes
no

8 10
Package 9 Approved
development yes QA review/ yes Proof back
Review/ approval To vendor
approval

11
12
Specs signed
Order material
( package and QA)

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Histogram

Cause of late time entry

35
30
25
20
15
10
5
0
Insufficient Management Process System
Travel
Time Direction Documentatio Failure
Series1 22 3 30 3 16

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Scatter diagram

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 Audits
■ An audit is a structured, independent process used to
determine if project activities comply with organizational and
project policies, processes, and procedures.
■ A quality audit is usually conducted by a team external to the
project, such as the organization’s internal audit department,
PMO, or by an auditor external to the organization.
Quality audit objectives:
• Identifying all good and best practices being implemented;
• Identifying all nonconformity, gaps, and shortcomings;
• Sharing good practices introduced.
• Proactively offering assistance in a positive manner
• Highlighting contributions of each audit in the lessons learned.

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 Design for X
■ Design for X (DfX) is 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.
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 Design for X example
■ Design for assembly (DFA)
■ DfA focuses on maximizing the ease with which a product can
or will be assembled. Major considerations include whether
human labor or automation will be used to join
subcomponents together.
■ When an assembly process is more manual (i.e. dependent
on human labor) then important things to incorporate into
your designs include designing mistake proofing into the parts
themselves.

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 Control quality
■ Control Quality is the process of monitoring and
recording results of executing the quality management
activities in order to assess performance and ensure the
project outputs are complete, correct, and meet
customer expectations.
■ The key benefit of this process is verifying that project
deliverables and work meet the requirements specified
by key stakeholders for final acceptance.
■ The Control Quality process determines if the project
outputs do what they were intended to do. Those
outputs need to comply with all applicable standards,
requirements, regulations, and specifications.
■ This process is performed throughout the project.
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Control quality
Inputs Tools & techniques Outputs
.1 Project management .1 Data gathering .1 Quality control
plan • Checklists measurements
• Quality management • Check sheets .2 Verified deliverables
plan • Statistical sampling .3 Work performance
.2 Project documents • Questionnaires and information
• Lessons learned surveys .4 Change requests
register .2 Data analysis .5 Project management plan
• Quality metrics • Performance reviews updates
• Test and evaluation • Root cause analysis • Quality management
documents .3 Inspection plan
.3 Approved change .4 Testing/product evaluations .6 Project documents updates
requests .5 Data representation • Issue log
.4 Deliverables • Cause-and-effect • Lessons learned register
.5 Work performance data diagrams • Risk register
.6 Enterprise environmental • Control charts • Test and evaluation
factors • Histogram documents
.7 Organizational process • Scatter diagrams
assets .6 Meetings

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Checklists

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Check sheets

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Control Chart
Graphic display of results over a period of time to determine if a process is
in control
USL
UCL

LCL

LSL

Time
USL- upper specification limit UCL-upper control limit

LSL- lower specification limit LCL- lower control limit

X- mean or expected value

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 Control Chart
Graphic display of results over a period of time to determine if a
process is in control
( rule of seven)
USL
UCL

LCL

LSL

Time
USL- upper specification limit UCL-upper control limit

LSL- lower specification limit LCL- lower control limit

X- mean or expected value

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Rule of seven
■ While using control-charts we say process is out
of control if:
• Data point is out of upper or lower control
limit
• Seven consecutive points are on one side of
the mean (Rule of Seven)
■ if there are seven points on one side of mean,
then an assignable cause must be found.

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Project Quality Management

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Prevention and inspection
■ Prevention is preferred over inspection. It is better to design
quality into deliverables, rather than to find quality issues
during inspection.
Differences between the following pairs of terms:
■ Prevention and inspection
■ Attribute 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);
and
■ Tolerances (specified range of acceptable results) and
control limits (that identify the boundaries of common
variation in a statistically stable process or process
performance).

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Tailoring considerations
■ Policy compliance and auditing.
■ Standards and regulatory
compliance.
■ Continuous improvement.
■ Stakeholder engagement.

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Thank you

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