PROJECT QUALITY

MANAGEMENT
PMBOK 5TH EDITION

CVO.03.04.2020
OBJECTIVES
OF THIS
WORKSHOP
1. APPLY DISCUSSION USING
PAST PROJECTS EXPERIENCE

2. BRAINSTORM QUALITY
MANAGEMENT PROCESSES
AND DOCUMENTS

3.ACHIEVE QUALITY OUTPUT

4.AVOID EMOTIONAL PAIN

KAPITOLYO RENOVATION PROJECT. PASIG.2019

Project Quality Management includes the processes and activities of the performing organization that determines
quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken.
Project Quality Management works to ensure that the project requirements are met and validated.

Project Quality Management addresses the management of the project and the deliverables of the projects. It applies
to all projects, regardless of the nature of their deliverables. Quality measures and techniques are specific to the type
of deliverables being produced by the project. Failure to meet the quality requirements can have serious, negative
consequences for any or all of the project’s stakeholders.

Example: 1. Meeting client requirements by overworking the project team may result in decreased profits and
increased project risks, employee attrition, errors, or rework.
2. Meeting project schedule objectives by rushing planned quality inspections may result in undetected
errors, decreased profits, and increased post-implementation risks.
PROJECT QUALITY
MANAGEMENT PROCESSES
• 1.0 PLAN QUALITY MANAGEMENT - The process of identifying
quality requirements and/or standards for the project and
documenting how the project will demonstrate compliance with
the quality requirements.

• 2.0 PERFORM QUALITY ASSURANCE - The process of auditing

the quality requirements and the results from the quality control
measurements to ensure that appropriate quality standards and
operational definitions are used.

• 3.0 QUALITY CONTROL - The process of monitoring and

recording results of executing the quality activities to assess
performance and recommend necessary changes.
• In the context of achieving ISO compatibility, modern quality management approaches seek to minimize variation and deliver
results that meet defined requirements. These approaches recognize the importance of

• CUSTOMER SATISFACTION - Understanding, evaluating, defining, and managing requirements so that customer expectations are
met.

• PREVENTION OVER INSPECTION - Quality should be planned, designed, and built into —- not inspected into the project’s
management or the project deliverables. The cost of preventing mistakes is generally much less than the cost of correcting
mistakes when they are found by inspection or during usage.

• CONTINUOUS IMPROVEMENT - The PDCA (plan-do-check-act) cycle is the basis for quality improvement as defined by Stewart
and Modified by Deming.

• MANAGEMENT RESPONSIBILITY - Success requires the participation of all members of the project team. Nevertheless,
management retains, within its responsibility for quality, a related responsibility to provide suitable resources at adequate
capacities.

• COST OF QUALITY (COQ) - Cost of quality refers to the total cost of the conformance work and the nonconformance work that
should be done as a compensatory effort because, on the first attempt to perform that work, the potential exists that some portion
of the required work effort may be done or has been done incorrectly. The cost of quality work may be incurred throughout the
deliverable’s life cycle. For example, decisions made by the project team can impact the operational costs associated with using a
completed deliverable. Post-project quality costs may be incurred because of product returns, warranty claims. Therefore, because
of the temporary nature of projects and the potential benefits that may be derived from reducing the post-project cost of quality,
companies may choose to invest in product quality improvement.
1.0 PLAN QUALITY MANAGEMENT
 PROJECT QUALITY MANAGEMENT OVERVIEW

Plan Quality Management is the process of identifying requirements and/or standards for the project and
its deliverables, and documenting how the project will demonstrate compliance with relevant quality
requirements. The key benefit of this process is that it provides guidance and direction on how quality
will be managed and validated throughout the project.
INPUTS

• 1.1.1 PROJECT MANAGEMENT PLAN- baseline information

• Scope Baseline

• Project Scope Statement- contains project description, major

project deliverables, and acceptance criteria.

• Work breakdown structure (WBS)- identifies the deliverables

and the work packages used to measure project performance.

• Schedule Baseline - documents the accepted schedule

performance measures, including start and finish dates.

• Cost Baseline - documents the accepted time interval being

used to measure cost performance.
• 1.1.2 STAKEHOLDER REGISTER - aids in identifying those stakeholders possessing a particular interest in, or
having an impact on, quality.

• 1.1.3 RISK REGISTER - contains information on threats and opportunities that may impact quality
requirements.

• 1.1.4 REQUIREMENTS DOCUMENTATION - captures the requirements that the project shall meet pertaining
to stakeholder expectations. The components of the requirements documentation include, but are not
limited to, project (including product) and quality requirements. The requirements are used by the project
team to help plan how quality control will be implemented on the project.

• 1.1.5 ENTERPRISE ENVIRONMENTAL FACTORS - influence the plan quality management process (Gov’t
Agency regulations, rules, standards, guidelines specific to the application, operation conditions that may
affect quality, cultural perceptions that may influence expectations about quality)

• 1.1.6 ORGANIZATIONAL PROCESS ASSETS - Influence the plan quality management process include but
are not limited to:

• Organizational Quality policies, Procedures and Guidelines.

• Historical database

• Lessons learned from previous phases or projects (project documentation)

 TOOLS AND TECHNIQUES

• 1.2.1 COST- BENEFIT ANALYSIS - the primary benefit 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.

• 1.2.2 COST OF QUALITY (COQ) - includes all cost incurred over the life of
the product by investment in preventing nonconformance to requirements,
appraising the product or service for conformance to requirements, and
failing to meet requirements (rework). Failure cost are often categorized
into internal (found by the project) and external (found by the customer).
Failure costs are also called cost of poor quality.

• Cost of Conformance - money spent during the project to avoid failures

• Cost of nonconformance - money spent during and after the project

because of failures.

•
• 1.2.3 SEVEN BASIC QUALITY TOOLS

• Cause-and-effect diagrams

• Flowcharts

• Checksheets - Checklist

• Pareto Diagrams

• Histograms

• Control Charts

• Scatter Diagrams
• 1.2.4 BENCHMARKING - involves comparing actual or planned project practices to those of
comparable projects to identify best practices, generate ideas for improvement, and provide
a basis for measuring performance.

• 1.2.5 DESIGN of EXPERIMENTS - Analysis of the experimental data should provide the
optimal conditions for the product or process.

• 1.2.6 STATISTICAL SAMPLING -

• 1.2.7 ADDITIONAL QUALITY PLANNING TOOLS

• Brainstorming

• Force field analysis

• Nominal group technique

• Quality management and control tools

• 1.2.8 MEETINGS
 OUTPUTS

• 1.3.1QUALITY MANAGEMENT PLAN - describes how the organization’s quality policies will be implemented. It
describes how the project management team plans to meet then quality requirements set for the project.

• 1.3.2 PROCESS IMPROVEMENT PLAN- details the steps for analyzing project management and product
development processes to identify activities that enhance their value.

• 1.3.3 QUALITY METRICS - A measurement is an actual value. The tolerance defines the allowable variations to the
metric. For example, if the quality objective is to stay within the approved budget by plus or minus 10%, the
specific quality metric is used to measure the cost of every deliverable and determine the percentage variance
from the approved budget for that deliverable. Some examples of quality metrics include on-time performance,
cost control, defect frequency, failure rate, availability, reliability, and test coverage.

• 1.3.4 QUALITY CHECKS - A checklist is a structured tool, usually component-specific, used to verify that a set of
required steps has been performed. Based on the project’s requirements and practices, checklists may be simple
or complex. Quality Checklists should incorporate the acceptance criteria included in the scope baseline.

• 1.3.5 PROJECT DOCUMENT UPDATES - project documents that may be updated include, but are not limited to:

• Stakeholder register

• Responsibility Assignment Matrix

• Work Breakdown Structure

2.0 PERFORM QUALITY ASSURANCE
 PROJECT QUALITY MANAGEMENT OVERVIEW

Perform Quality Assurance is the process of auditing the quality requirements and the
results from the quality control measurements to ensure that appropriate quality
standards and operational definitions are used. Perform Quality Assurance is an
execution process that uses data created during Plan Quality Management and Control
Quality Processes.
INPUTS
• 2.1.1 QUALITY MANAGEMENT PLAN - describes the quality assurance and
continuous process improvement approaches for the project.

• 2.1.2 PROCESS IMPROVEMENT PLAN - The project’s quality assurance activities

should be supportive and consistent with the performing organization’s process
improvement plan.

• 2.1.3 QUALITY METRICS - Provide attributes that should be measured and the
allowable variations.

• 2.1.4 QUALITY CONTROL MEASUREMENTS - are the results of control quality

activities. They are used to analyze and evaluate the quality of the process of the
project against the standards of the performing organization or the
requirements specified. Quality control measurements can also compare the
processes used to create the measurements, and validate actual measurements
to determine their level of correctness.

• 2.1.5 PROJECT DOCUMENTS - may influence quality assurance work and should
be monitored within the context of a system for configuration management.
 TOOLS AND TECHNIQUES

• 2.2.1 QUALITY MANAGEMENT AND CONTROL TOOLS

• 2.2.2 QUALITY AUDITS

• Identify all good and best practices being implemented

• Identify all nonconformity, gaps, and shortcomings

• Share good practices introduced or implemented in similar projects in the

organization and/or industry

• Proactively offer assistance in a positive manner to improve implementation of

processes to help the team raise productivity

• Highlight contributions of each audit in the lessons learned repository of the

organization

• 2.2.3 PROCESS ANALYSIS - includes root cause analysis - a specific technique used
to identify a problem, discover the underlying causes that lead to it, and develop
preventive actions.
OUTPUTS
• 2.3.1 CHANGE REQUESTS - are used to take corrective action, preventive action, or to
perform defect repair.

• 2.3.2 PROJECT MANAGEMENT PLAN UPDATES-

• Quality management plan

• Scope management plan

• Schedule management plan

• Cost management plan

• 2.3.3 PROJECT DOCUMENT UPDATES

• Quality Audit Reports

• Training plans

• Process Documentation

• 2.3.4 ORGANIZATIONAL PROCESS ASSETS UPDATES - organization’s quality standards and

the Quality management System
3.0 QUALITY CONTROL
 PROJECT QUALITY MANAGEMENT OVERVIEW

Control Quality is the process of monitoring and recording results of executing the quality activities to assess
performance and recommend necessary changes.

*Prevention - keeping errors out of the process

Inspection - keeping errors out of the hands of the client
 INPUTS
• 3.1.1 PROJECT MANAGEMENT PLAN

• 3.1.2 QUALITY METRICS

• 3.1.3 QUALITY CHECKLISTS

• 3.1.4 WORK PERFORMANCE DATA

• Planned vs Actual technical performance

• Planned vs actual schedule performance

• Planned vs actual cost performance

• 3.1.5 APPROVED CHANGE REQUESTS

• 3.1.6 DELIVERABLES

• 3.1.7 PROJECT DOCUMENTS

• agreements / contracts/ BOM/ SPECS

• 3.1.8 ORGANIZATIONAL PROJECT ASSETS

• Company protocols, standard work guidelines, policies, defects and issues reporting procedures, communication
policies
TOOLS AND TECHNIQUES

• 3.2.1 SEVEN BASIC QUALITY TOOLS

• 3.2.2 STATISTICAL SAMPLING

• 3.2.3 INSPECTION

• 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 can be inspected.
Inspections may be called reviews, peer reviews, audits, or walkthroughs. In
some application areas, these terms have narrow and specific meanings.
Inspections are often used to validate defect repairs.

• 3.2.4 APPROVED CHANGE REQUESTS REVIEW

• Should be reviewed to verify that they were implemented as approved.

OUTPUTS

• 3.3.1 QUALITY CONTROL MEASUREMENTS

• 3.3.2 VALIDATED CHANGES

• 3.3.3 VERIFIED DELIVERABLES

• 3.3.4 WORK PERFORMANCE INSPECTION

• 3.3.5 CHANGE REQUESTS

• 3.3.6 PROJECT MANAGEMENT PLAN UPDATES

• 3.3.7 PROJECT DOCUMENT UPDATES

• 3.3.8 ORGANIZATIONAL PROCESS ASSETS UPDATES

• Completed Checklists - When checklists are used, the completed checklists become part of the project
documents and organizational process asset.

• Lessons learned documentation - The causes of variances, the reasoning behind the corrective action chosen,
and other types of lessons learned from the control quality are documented so they become part of the
historical database for both the project and the performing organization.