PMBOK - CAP 8 Quality Management

8/12/2019 PMBOK - CAP 8 Quality Management

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Project Quality Management processes include all the activities of the performing

organization that determine quality policies, objectives, and responsibilities so

that the project will satisfy the needs for which it was undertaken. It implements

quality planning, quality assurance, and quality control, with continuous process

improvement activities conducted throughout, as appropriate.


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Project Quality Management addresses the management of the project and theproduct of the project.

Product quality measures and techniques are specific to the type of productproduced by the project.

Failure to meet product or project quality requirements can have serious negative.

For example:

- Meeting customer requirements by overworking the project team may

result in increased employee attrition, errors, or rework.

- Meeting project schedule objectives by rushing planned quality inspectionsmay result in undetected errors.


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Quality and grade are not the same. Quality is the degree to which a set ofinherent characteristics fulfill requirements. Grade is a category assigned toproducts or services having the same functional use but different technical

characteristics. While a quality level that fails to meet quality requirements isalways a problem, low grade may not be.The project manager and the project management team are responsible formanaging the tradeoffs involved to deliver the required levels of both quality and

.

Precision and accuracy are not equivalent. Precision means the values ofrepeated measurements are clustered and have little scatter. Accuracy means thatthe measured value is very close to the true value. Precise measurements are notnecessarily accurate. A very accurate measurement is not necessarily precise.

The basic approach to quality management is intended to be compatible withthat of the International Organization for Standardization (ISO).


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Modern quality management complements project management. Both disciplinesrecognize the importance of:

- Customer satisfaction.

- Prevention over inspection.

- .

- Management Responsibility.


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1 Plan Quality

Perform Quality Assurance

3 Perform Quality Control


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Plan Quality is the process of identifying quality requirements and/or standards

for the project and product, and documenting how the project will demonstrate

compliance.

Quality planning should be performed in parallel with the other project planning

processes. For example, proposed changes in the product to meet identified quality

standards may require cost or schedule adjustments and a detailed risk analysis of

the impact to plans.


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Inputs

Tools and

Scope BaselineStakeholder RegisterCost Performance BaselineSchedule BaselineRisk Register

Enterprise Environmental FactorsOrganizational Process Assets

Cost-Benefit AnalysisBenchmarking

Outputs

Cost of Quality (COQ)Control ChartsDesign of ExperimentsStatistical SamplingFlow ChartingProprietary quality management methodologiesAdditional Quality Planning Tools

Quality Management PlanQuality MetricsQuality ChecklistsProcess Improvement PlanQuality BaselineProject Management Plan Updates


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Inputs

Scope Baseline:- Scope statement.contains the project description, major project deliverables, andacceptance criteria. The product scope description will often contain details oftechnical issues and other concerns that can affect quality planning. The definitionof acceptance criteria can significantly increase or decrease project costs quality

.

been met.-WBS.It identifies the deliverables, the work packages and the control accountsusedtomeasure project performance.- WBS Dictionary.It defines technical information for WBS elements.

Cost Performance Baseline: The cost performance baseline documents the acceptedtime phase used to measure cost performance.

Stakeholder Register:The stakeholder register identifies stakeholders with a particularinterest in, or impact on, quality.


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Inputs

Schedule Baseline: The schedule baseline documents the accepted schedule

performance measures including start and finish dates.

Risk Register:The risk register contains information on threats and opportunities thatmay impact quality requirements.

Organizational Process Assets:include, but are not limited to Organizational quality

policies, procedures and guidelines, historical databases and lessons learned fromprevious projects specific to the application area may affect the project and Qualitypolicy, as endorsed by senior management, which sets the intended direction of aperforming organization with regard to quality.

Enterprise Environmental Factors:include, but are not limited toGovernmental agencyregulations, rules, standards, and Working/operating conditions of theproject/product which may affect project quality.


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Tools and Techniques

Cost-Benefit Analysis: Quality planning must consider cost-benefits tradeoffs. Theprimary benefit of meeting quality requirements is less rework, which means higherproductivity, lower costs, and increased stakeholder satisfaction. A business case foreach quality activity compares the cost of the quality step to the expected benefit..

Benchmarking: involves comparing actual or planned project practices to those ofother projects to generate ideas for improvement and to provide a basis by which tomeasure performance. These other projects can be within the performing organizationor outside of it, and can be within the same or in another application area.


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Cost of Quality (COQ): Quality costs are the total costs incurred by investment inpreventing nonconformance to requirements, appraising the product or service forconformance to requirements, and failing to meet requirements (rework). Failure costsare often categorized into internal and external. Failure costs are also called cost of poor

ualit .

Cost Of Quality


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Control Charts:used to determine whether or not a processis stable or has predictable performance. Upper and lowerspecification limits are based on requirements of the contract.They reflect the maximum and minimum values allowed.U er and lower control limits are set b the ro ect

Example of a control Chart

manager and appropriate stakeholders to reflect the points atwhich corrective action will be taken to prevent exceedingspecification limits. For repetitive processes, the controllimits are generally 3. A process is considered out ofcontrol when a data point exceeds a control limit or if sevenconsecutive points are above or below the mean.

Control charts can be used to monitor various types ofoutput variables. Although used most frequently to trackrepetitive activities required for producing manufacturedlots, control charts may also be used to monitor cost andschedule variances, volume, and frequency of scope changes,

or other management results to help determine if the projectmanagement processes are in control.


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Benchmarking:Benchmarking involves comparing actual or planned project practicesto those of comparable projects to identify best practices, generate ideas forimprovement, and provide a basis for measuring performance. These other projects canbe within the performing organization or outside of it and can be within the same or inanother application area.

Design of Experiments:(DOE) is a statistical method that helps identify which factorsmay influence specific variables of a product or process under development or inproduction. It also plays a role in the optimization of products or processes.The most important aspect of this technique is that it provides a statistical frameworkfor systematically changing all of the important factors, instead of changing the factorsone at a time. The analysis of the experimental data should provide the optimalconditions for the product or process, highlighting the factors that influence the results,and revealing the presence of interactions and synergisms among the factors.


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Statistical Sampling: Statistical sampling involves choosing part of a population ofinterest for inspection . Sample frequency and sizes should be determined during thePlan Quality process so the cost of quality will include the number of tests, expectedscrap, etc. There is a substantial body of knowledge on statistical sampling. In someapplication areas it may be necessary for the project management team to be familiarwith a variety of sampling techniques to assure the sample selected actually representsthe population of interest.


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Flowcharting: A flowchart is agraphical representation of a processshowing the relationships amongprocess steps. There are many styles,but all process flowcharts showactivities, decision points, and theorder of processing. During qualityplanning, flowcharting can help theproject team anticipate qualityproblems that might occur. Anawareness of potential problems can

result in the development of testprocedures or approaches for dealingwith them.


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Proprietary Quality Management Methodologies:These include Six Sigma, Lean SixSigma, Quality Function Deployment, CMMI, etc. Many other methodologies existthis is not intended to be a recommended or complete list of examples.

Additional Quality Planning Tools:Other quality planning tools are also often used tohelp better define the situation and help plan effective quality management activities.These include brainstorming, affinity diagrams, force field analysis, nominal grouptechniques, matrix diagrams, and prioritization matrices.


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Outputs

Quality Management Plan:describes how the project management team will implement

the performing organization's quality policy. It provides input to the overall projectmanagement plan and must address quality control (QC), quality assurance (QA), andcontinuous process improvement for the project.

project or product attribute and how the quality control process will measure it. Ameasurement is an actual value. The tolerance defines the allowable variations on themetrics. For example, a metric related to the quality objective of staying within theapproved budget by 10% could be to measure the cost of every deliverable anddetermine the percent variance from the approved budget for that deliverable. Someexamples of quality metrics include on-time performance, budget control, defectfrequency, failure rate, availability, reliability, and test coverage.

Quality Checklists:A checklist is a structured tool, usually component-specific, used toverify that a set of required steps has been performed. Checklists range from simple tocomplex based on project requirements and practices. In some application areas,

checklists are also available from professional associations or commercial serviceproviders. Quality checklists are used in the quality control process.


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Outputs

Process Improvement Plan: a subsidiary of the project management plan. The processimprovement plan details the steps for analyzing processes that will facilitate theidentification of waste and non-value added activity, thus increasing customer value, suchas:

-Process boundaries. Describes the purpose, start, and end of processes, their inputs, , , .

- Process configuration. A flowchart of processes to facilitate analysis with interfacesidentified.

-Process metrics. Maintain control over status of processes.-Targets for improved performance. Guides the process improvement activities.

Project Management Plan Updates:Project documents that may be updated include, butare not limited to:

- Stakeholder register, and- Responsibility Assignment Matrix


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Perform Quality Assurance is the process of auditing the quality requirements and the results

from quality control measurements to ensure appropriate quality standards and operational

definitions are used. Perform Quality Assurance is an execution process that uses data

created during Perform Quality Control A quality assurance department, or similar

organization, often oversees quality assurance activities. Quality assurance support,

regar ess o e un s e, may e prov e o e pro ec eam, e managemen o e

performing organization, the customer or sponsor, as well as other stakeholders not actively

involved in the work of the project.

Perform Quality Assurance also provides an umbrella for continuous process improvement,

which is an iterative means for improving the quality of all processes. Continuous process

improvement reduces waste and eliminates activities that do not add value. This allows

processes to operate at increased levels of efficiency and effectiveness.


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Inputs

Tools and

Project Management PlanQuality MetricsWork Performance InformationQuality Control Measurements

Plan Quality and Perform Quality Control tools and

Outputs

techniquesQuality AuditsProcess Analysis

Organizational Process Assets Updates

Change requestsProject Management Plan UpdatesProject documents updates


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Inputs

Quality Metrics

Quality Management Plan

Process Improvement Plan

Work Performance Information:Work performance information, including technicalperformance measures, project deliverables status, Schedule progress, and Costsincurred..

Quality Control Measurements

Quality control measurements are the results of quality control activities. They are usedto analyze and evaluate the quality standards and processes of the performingorganization


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Plan Quality and Perform Quality Control Tools and Techniques

Quality Audits: a structured, independent review to determine whether projectactivities comply with organizational and project policies, processes, and procedures.The objective of a quality audit is to Identify all the good/best practices beingimplemented,

- Identify all the gaps/shortcomings,- Share the good practices introduced or implemented in similar projects in theorganization and/or industry,- Proactively offer assistance in a positive manner to improve implementation of

processes to help the team raise productivity, and-Highlight contributions of each audit in the lessons learned repository of theorganization.

Quality audits may be scheduled or random and may be conducted by internal orexternal auditors. Quality audits can confirm the implementation of approved change

requests including corrective actions, defect repairs, and preventive actions.


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Process Analysis: Process analysis follows the steps outlined in the processimprovement plan to identify needed improvements from an organizational andtechnical standpoint. This analysis also examines problems experienced, constraintsexperienced, and non-value-added activities identified during process operation.Process analysis includes root cause analysisa specific technique to identify aproblem, discover the underlying causes that lead to it, and develop preventive actions.


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Outputs

Change Requests: Quality improvement includes taking action to increase the

Organizational Process Assets Updates: Elements of the organizational process assetsthat may be updated include, but are not limited to, the quality standards.

e ec veness an or e c ency o e po c es, processes, an proce ures o e

performing organization. Change requests are created and used as input into the PerformIntegrated Change Control process to allow full consideration of the recommendedimprovements. Change requests can be used to take corrective action or preventive actionor to perform defect repair.

Project Documents Updates:Project documents that may be updated include, but are notlimited to: Quality audits reports, Training plans, and Process documentation.

Project Management Plan Updates:Elements of the project management plan that maybe updated include, but are not limited to: Quality management plan - Schedulemanagement plan, and Cost management plan..


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Perform Quality Control is the process of monitoring and recording results of

executing the quality activities to assess performance and recommend necessary

changes. Quality control is performed throughout the project. Quality control is

often performed by a quality control department or similarly titled organizational

unit. Quality control activities identify causes of poor process or product quality

and recommend and/or take action to eliminate them.

The project management team should have a working knowledge of statistical

quality control, especially sampling and probability, to help evaluate quality

control outputs. Among other subjects, the team may find it useful to know thedifferences between the following pairs of terms:

- Prevention and inspection.

- Attribute sampling and variables sampling.

- Tolerances and control limits.


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Inputs

Tools andTechniques

Cause and Effect DiagramControl Charts

Run ChartScatter Diagram

Project Management PlanQuality MetricsQuality Checklists

Organizational Process Assets

Work PerformanceMeasurementsApproved ChangeRequests

Deliverables

Outputs

Quality Control MeasurementsValidated ChangesValidated DeliverablesOrganization Process Assets UpdatesChange RequestsProject Management Plan UpdatesProject Document Updates

HistogramPareto Chart InspectionDefect Repair Review


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Quality Management Plan:contains the quality management plan, which is used to

control quality. The quality management plan describes how quality controlwill be performed within the project.

Inputs

Quality Metrics

Quality Checklists

Organizational Process Assets

Work Performance Measurements: Work performance measurements are used to

produce project activity metrics to evaluate actual progress as compared to plannedprogress. These metrics include, but are not limited to:- Planned vs. actual technical performance,- Planned vs. actual schedule performance, and- Planned vs. actual cost performance.


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Inputs

Approved Change Requests: As part of the Perform Integrated Change Control

process a change control status update will indicate that some changes are approvedand some are not. Approved change requests can include modifications such as defectrepairs, revised work methods and revised schedule. The timely implementation ofapproved changes needs to be verified.

Deliverables

Organizational Process AssetsThe organizational process assets that can influence the Perform Quality Control

process include, but are not limited to:- Quality standards and policies,- Standard work guidelines, and- Issue and defect reporting procedures and communication policies.


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Cause and Effect Diagram: Cause and effectdiagrams, also called Ishikawa diagrams or fishbonediagrams, illustrate how various factors might belinked to potential problems or effects.

Control Charts:A control chart's purpose is to determine whether or not a process isstable or has predictable performance. Control charts may serve as a data gathering toolto show when a process is subject to special cause variation, which creates an out-of-control condition. Control charts also illustrate how a process behaves over time.The pattern of data points on a control chart may reveal random fluctuating values,sudden process jumps, or a gradual trend in increased variation. By monitoring the

output of a process over time, a control chart can help assess whether the application ofprocess changes resulted in the desired improvements.When a process is within acceptable limits it is in control and does not need to beadjusted. Conversely, when a process is outside acceptable limits, the process should beadjusted. Seven consecutive points outside the upper or lower control limits indicate a

process that is out of control. The upper control limit and lower control limit areusually set at 3, where 1 is one standard deviation.


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Flowcharting:Flowcharting helps to analyze how problems occur. A flowchart is a

graphical representation of a process. There are many styles, but all process flowchartsshow activities, decision points, and the order of processing. Flowcharts show howvarious elements of a system interrelate.

Histogram:a bar chart showing a distributionof variables. Each column represents anattribute or characteristic of aproblem/situation. The height of each columnrepresents the relative frequency of the

characteristic. This tool helps This tool helpsillustrates the most common cause of problemsin a process by the number and relative heightsof the bars.


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Pareto Chart:A Pareto chart is a specific type ofhistogram, ordered by frequency of occurrence,which shows how many defects were generatedby type or category of identified cause. ThePareto technique is used primarily to identify

and evaluate nonconformities. Rank ordering isused to focus corrective action. The project teamshould address the causes creating the greatestnumber of defects first. Pareto diagrams areconceptually related to Paretos Law, which

holds that a relatively small number of causeswill typically produce a majority of the problemsor defects. This is commonly referred to as the80/20 principle, where 80% of the problems aredue to 20% of the causes. Pareto diagrams canalso be used to summarize various types of data

for 80/20 analyses.


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Run Chart:A run chart shows the history and pattern of variation. A run chart is a linegraph that shows data points plotted in the order in which they occur. Run charts showtrends in a process over time, variation over time, or declines or improvements in aprocess over time. Trend analysis is performed using run charts. Trend analysisinvolves using mathematical techniques to forecast future outcomes based on historical

results. Trend analysis is often used to monitor:- Technical performance.How many errors or defects have been identified, howmany remain uncorrected?- Cost and schedule performance. How many activities per period werecompleted with significant variances?


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Scatter Diagram: shows the pattern ofrelationship between two variables. This toolallows the quality team to study and identifythe possible relationship between changesobserved in two variables. Dependent

variables versus independent variables areplotted. The closer the points are to a diagonalline, the more closely they are related.

Statistical Sampling


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Inspection:is the examination of a work product to determine whether it conforms tostandards. Generally, the results of an inspection include measurements. Inspectionscan be conducted at any level. For example, the results of a single activity can beinspected, or the final product of the project can be inspected. Inspections are alsocalled reviews, peer reviews, audits, and walkthroughs. In some application areas,

these terms have narrow and specific meanings. Inspections are also used to validatedefect repairs.

Approved Change Requests Review: All approved change requests should be

reviewed to verify that they were implemented as approved.


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Outputs

Quality Control Measurements: Quality control measurements represent the results of

QC activities activities in the format specified during quality planning.

Validated Changes: Any changed or repaired items are inspected and will be either.

require rework..

Validated Deliverables: A goal of quality control is to determine the correctness ofdeliverables. The results of the execution quality control processes are validateddeliverables. Validated deliverables are an input to Verify Scope (5.4.1.4) for formalized

acceptance.


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Outputs

Organization Process Assets (Updates)

- Completed checklists.- Lessons learned documentation.The causes of variances, the reasoning behind the

corrective action chosen, and other types of lessons learned from quality control.

requires a change to the project management plan, a change request should be initiated inaccordance with the defined Perform Integrated Change Control (4.5) process.

Project Management Plan Updates:Elements of the project management plan that maybe updated include, but are not limited to:

- Quality management plan, and- Process improvement plan.

Project Documents Updates:Project documents that may be updated include, but are notlimited to, quality standards.