QUALITY

Session 6
 8.1 Plan Quality Management [P] — 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.

8.2 Manage Quality [E] — The process of translating the

quality management plan into executable quality activities
that incorporate the organization’s quality policies into the
project.

Chapter 8 8.3 Control Quality [M&C] — The process of monitoring and

recording the results of executing the quality management
PROJECT QUALITY MANAGEMENT activities to assess performance and ensure the project
includes the processes for incorporating the organization’s quality outputs are complete, correct, and meet customer
policy regarding planning, managing, and controlling project and expectations
product quality requirements in order to meet stakeholders’
objectives;
also supports continuous process improvement activities as
undertaken on behalf of the performing organization.

2
 PROJECT MANAGEMENT PROCESS GROUPS
Project Management Process Groups
Knowledge Areas
Initiating Planning Executing Monitoring and Controlling Closing
4. Integration 4.1 Develop Project 4.3 Direct and Manage Project Work 4.5 Monitor and Control Project Work 4.7 Close Project
4.2 Develop Project Management Plan
Management Charter 4.4 Manage Project Knowledge 4.6 Perform Integrated Change Control or Phase
5.1 Plan Scope Management
5. Scope Management 5.2 Collect Requirements 5.5 Validate Scope
5.3 Define Scope 5.6 Control Scope
5.4 Create WBS
6.1 Plan Schedule Management
6.2 Define Activities
6. Schedule Management
6.3 Sequence Activities 6.6 Control Schedule
6.4 Estimate Activity Durations
6.5 Develop Schedule
7.1 Plan Cost Management
7. Cost Management 7.2 Estimate Costs 7.4 Control Costs
7.3 Determine Budget
8. Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9.3 Acquire Resources
9.1 Plan Resource Management
9. Resource Management 9.4 Develop Team 9.6 Control Resources
9.2 Estimate Activity Resources
9.5 Manage Team
10. Communications
10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications
Management
11.1 Plan Risk Management
11.2 Identify Risks
11. Risk Management 11.3 Perform Qualitative Risk Analysis 11.6 Implement Risk Responses 11.7 Monitor Risks
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses
12. Procurement
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
Management
13. Stakeholder
13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement 3
Management
 PROJECT QUALITY
MANAGEMENT
includes the processes for incorporating the
organization’s quality policy regarding planning,
managing, and controlling project and product quality
requirements in order to meet stakeholders’ objectives
and also supports continuous process improvement
activities as undertaken on behalf of the performing
organization. 4
 PROJECT QUALITY
MANAGEMENT
includes the processes for incorporating the
organization’s quality policy regarding planning,
managing, and controlling project and product quality
requirements in order to meet stakeholders’ objectives
and also supports continuous process improvement
activities as undertaken on behalf of the performing
organization. 5
Work performance data flow

6
 Deliverable flow
i Direct and Manage Project Work A deliverable is any unique and verifiable product, result, or capability to perform
a service that is required to be produced to complete a process, phase, or project.
Deliverables Deliverables that are outputs from the Direct and Manage Project Work process
are inspected and compared to the acceptance criteria defined in the project
scope statement.
Control Quality (internal)
A goal of the Control Quality process is to determine the correctness of
Verified Deliverables deliverables. The results of performing the Control Quality process are verified
deliverables that become an input to the Validate Scope process for formalized
acceptance.
Validate Scope (customer)
The verified deliverables obtained from the Control Quality process are reviewed
Accepted Deliverables with the customer or sponsor in Validate Scope process to ensure they are
completed satisfactorily and have received formal acceptance of the deliverables
by the customer or sponsor.
Close Project or Phase
Control Quality process is primarily concerned with correctness of the
deliverables and meeting the quality requirements specified for the deliverables.
Final product, service
Validate Scope process is primarily concerned with acceptance of the deliverables.
or result
Control Quality is generally performed before Validate Scope,
Change Change requests are evaluated through although the two processes may be performed in PARALLEL
request Integrated Change Control, and approved
changes may lead to replanning
7
 KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT
Quality = degree to which the project fulfills requirements
• Plan Quality Management process is concerned with the quality that the work needs to have.
• Manage Quality is concerned with managing the quality processes throughout the project. During the Manage
Quality process, quality requirements identified during the Plan Quality Management process are turned into test
and evaluation instruments, which are then applied during the Control Quality process to verify these quality
requirements are met by the project.
• Control Quality is concerned with comparing the work results with the quality requirements to ensure the result is
acceptable.
There are two outputs specific to the Project Quality Management Knowledge Area that are used by other Knowledge
Areas: verified deliverables and quality reports.

KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT 8

 KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT (Cont.)
• Quality means meeting requirements, not adding extras.
• The project manager must determine the metrics to be used to measure quality before the project work begins.
• The project manager must define quality management processes for the project and put into place a plan for
continually improving them.
• The project manager should recommend improvements to the performing organizations standards, policies, and
processes. Such recommendations are expected and welcomed by management.
• Quality should be checked before an activity or work package is completed.
• The project manager must ensure that authorized approaches and processes are followed.
• Quality should be considered whenever there is a change to any of the project constraints.
• The project manager must ensure that the quality standards and processes on the project are adequate to meet
quality requirements.
• Some quality activities may be performed by a quality department.

KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT 9

 KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT (Cont.)
QUALITY GRADE
Definition Quality as a delivered performance or result is “the degree to which a set of Grade as a design intent is a category assigned to deliverables having the same
inherent characteristics fulfill requirements” functional use but different technical characteristics
Influence a quality level that fails to meet quality requirements is always a problem a low-grade product may not be a problem.
Responsibility The project manager and the project management team are responsible for managing the trade-offs associated with delivering the required levels of both quality
belongs to and grade.

PREVENTION INSPECTION
Role Design quality into deliverables Find quality issues during inspection
Purpose keeping errors out of the process keeping errors out of the hands of the customer
Influence preventing mistakes is generally lower cost correcting mistakes is higher cost
Preference Prevention is preferred over inspection Less preferred.

the result either conforms OR does not conform Attribute variable the result is rated on a continuous scale that measures the
sampling sampling degree of conformity

specified range of acceptable results Tolerances control limits identify the boundaries of common variation in a
Vs. statistically stable process OR process performance

KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT 10

 KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT (Cont.)
Perform Quality Assurance (QA) - Manage Quality (8.2) Perform Quality Control (QC) - Control Quality (8.3)
Role a PROACTIVE process a REACTIVE process
involving understanding the requirements and formulating measures (e.g. to inspect the products/deliverables to detect any non-conformance in them.
quality audit, training, etc.) to achieve the required objectives.
Main Purpose concerned about the effectiveness of PROCESSES / PROCEDURES / PLAN concerned with the quality of the PRODUCTS / DELIVERABLES
AVOID defects in the products / deliverables at all by: ENSURE correctness of and check for defects in the products / deliverables.
• assessing the effectiveness of current quality control processes
• issue change requests as necessary to correct any defects in the
processes.
used to manage the quality of the PROCESSES / PROCEDURES / PLAN and used to verify the quality of the PRODUCTS / DELIVERABLES
whether the project is on track to meet quality objectives

defines the procedures to carry out

Manage Quality closely related and interact with each other Control Quality

to determine any Detect and correct defects

corrective/preventive measures Quality Control Measurements
that are needed

KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT 11

 KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT (Cont.)
Cost of quality (COQ)

1. Usually, the most expensive approach is to let the customer find the defects. This approach can lead to warranty issues, recalls, loss of reputation, and
rework costs (both external failure costs & internal failure costs)
2. Detect and correct the defects before the deliverables are sent to the customer as part of the quality control process. The control quality process has
related costs, which are mainly the appraisal costs and internal failure costs.
3. Use quality assurance to examine and correct the process itself and not just special defects.
$ 4. Incorporate quality into the planning and designing of the project and product.
5. Create a culture throughout the organization that is aware and committed to quality in processes and products
05 levels of Increasingly effective quality management

KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT 12

 KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT (Cont.)

KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT 13

 KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT
Gold Plating. Gold plating refers to giving the customer extras (extra functionality higher-quality components, extra scope, or better
performance). Although your company might have a policy that promotes gold plating (for example, “Meet and exceed customers’
expectations.”), advanced quality thinking does not recommend “exceeding” as a best practice. Gold plating is often the team’s
impression of what is valued by the customer, and the customer might not agree. It is also a problem because so few projects provide
what the customer wanted. Since most projects have difficulty meeting the project objectives, all available effort should go into
achieving those objectives, instead of into gold plating.

Continuous Improvement involves continuously looking for ways to improve the quality of work, processes, and results. The terms
“continuous improvement and Kaizen are taken to mean the same thing on the exam; however, in Japan, Kaizen means to alter (kai)
and make better or improve (zen).
The plan-do-check-act (PDCA) cycle is the basis for quality improvement as defined by Shewhart and modified by Deming. In addition,
quality improvement initiatives such as total quality management (TQM), Six Sigma, and Lean Six Sigma may improve both the quality
of project management, as well as the quality of the end product, service, or result.

Management responsibility. Success requires the participation of all members of the project team. Management retains, within its
responsibility for quality, a related responsibility to provide suitable resources at adequate capacities.

Just in Time (JIT). Many companies find that holding raw materials or other resources in inventory is not only too expensive but also
unnecessary. Instead, they have their suppliers deliver resources just before they are needed, thus decreasing inventory to nearly zero.
A company using JIT must achieve a high level of quality in their practices; otherwise, there will not be enough materials or equipment
to meet production requirements because of waste and rework. A JIT system forces attention on quality as well as schedule

KEY CONCEPTS FOR PROJECT QUALITY MANAGEMENT 14

8.1 Plan Quality Management
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.

15
 8.1 PLAN QUALITY MANAGEMENT
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.

1/ 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.
Quality planning should be performed in parallel with the other planning processes. For
example, changes proposed in the deliverables in order to meet identified quality standards
may require cost or schedule adjustments and a detailed risk analysis of the impact to plans.

Project charter Expert judgment Quality management plan

Project management plan Data gathering Quality metrics
Enterprise environmental Project management plan
Data analysis
factors updates
Organizational process assets Decision making Project documents updates
Data representation
Test and inspection planning
Meetings

INPUTS TOOLS & TECHNIQUES OUTPUTS

8.1 PLAN QUALITY MANAGEMENT 16

8.1 PLAN QUALITY MANAGEMENT – INPUTS
1 Component Influence
Project charter (*)
Requirements management Provides the approach for requirements management that the quality
Documents the project purpose, high-level information plan management plan and quality metrics will reference.
(project description, assumptions, constraints,
requirements) that the project is intended to satisfy. Scope baseline the WBS and deliverables in project scope statement are considered while
determining which quality standards and objectives are suitable for the project,
and which project deliverables and processes will be subjected to quality
Issued by the project initiator or sponsor review.
The scope statement includes the acceptance criteria for the deliverables.
Formally authorizes the existence of a project Satisfying all acceptance criteria implies stakeholders’ needs have been met.
Authority for project manager to apply organizational
Risk management plan The information in risk management plan and quality management plan work
resources to project activities
together to successfully deliver product and project success
2
Project management plan (*) Stakeholder engagement plan that provide the foundation for quality management.

Document that describes how the project will be executed,

monitored and controlled, and closed
Assumption log assumptions/constraints regarding quality requirements & standard compliance
Integrates and consolidates all of the subsidiary
management plans and baselines,… to manage the project. Requirements documentation used by the project team to help plan how quality control will be implemented
on the project

There are 19 components Requirements traceability links product requirements to deliverables and helps to ensure each
matrix requirement in the requirements documentation is tested.
3
Project documents (*)
Risk register contains information on threats and opportunities that may impact quality
4 requirements.
Enterprise environmental factors
Stakeholder register identify stakeholders who have a particular interest in or impact on quality
5
Organizational process assets

8.1 PLAN QUALITY MANAGEMENT 17

8.1 PLAN QUALITY MANAGEMENT – TOOLS & TECHNIQUES
1
Expert judgment
2
Data gathering Benchmarking Brainstorming Interviews
3
Data analysis Cost-benefit analysis (*) will help the project manager determine if the planned quality activities are cost
effective.
is a tool used to estimate the
strengths and weaknesses => The primary benefits of meeting quality requirements include:
determine best alternative in less rework, higher productivity, lower costs, increased stakeholder satisfaction,
terms of benefits provided. and increased profitability.

Cost of Quality (*) is costs related to XXX in the products, deliverables, or services of YYY
Prevention costs prevention of poor quality the specific project Conformance
Appraisal costs evaluating, measuring, auditing, and the specific project Conformance
testing
Failure costs nonconformance the needs or expectations of Non-Conformance
(internal/external) the stakeholder

4
Decision making Multicriteria decision analysis [prioritization matrix] can be used to identify the key issues and
suitable alternatives to be prioritized as a set of decisions for implementation.

Criteria are prioritized and weighted => applied to all available alternatives =>
obtain a mathematical score for each alternative => alternative ranked by score
Voting (1) Unanimity (100%) // (2) Majority (>50%) // (3) Plurality (largest option)

Autocratic decision making One individual takes the responsibility for making decision for entire group

8.1 PLAN QUALITY MANAGEMENT 18

8.1 PLAN QUALITY MANAGEMENT – TOOLS & TECHNIQUES (Cont.)
4
Data representation Flowcharts (process maps) 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.
SIPOC model (suppliers, inputs,
process, outputs, & customers) workflow branching logic -> obtain the Information -> associated relative
frequencies -> estimate the expected monetary value (EMV) for the
conformance and nonconformance work required -> deliver the expected
conforming output.

Logical data model a visual representation of an organization’s data, described in business

language and independent of any specific technology and
can be used to identify where data integrity or other quality issues can arise

Matrix diagrams Matrix 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 example, L, T, Y, X, C, and roof–
shaped. In this process they facilitate identifying the key quality metrics that are
important for the success of the project.

Mind mapping a visual representation of an organization’s data by diagrammatic method and

can be used to facilitate the gathering of quality requirements and illustrate
their impacts on other parts of project planning

5
Test and inspection planning [During the planning phase] the project manager and the project team determine how to test or inspect the
product, deliverable, or service to meet the stakeholders’ needs and expectations, as well as how to meet the goal
for the product’s performance and reliability
6
Meeting anyone with responsibility for [THIS PROCESS] activities, and others as needed.

8.1 PLAN QUALITY MANAGEMENT 19

8.1 PLAN QUALITY MANAGEMENT – OUTPUTS
1
Quality management plan (*) Should be reviewed EARLY in the project to ensure that decisions are based on accurate information.
The benefits of this review can include:
describes how applicable policies, procedures, and • A sharper focus on the project’s value proposition,
guidelines will be implemented to achieve the quality • reductions in costs,
objectives • less frequent schedule overruns that are caused by rework

• Quality standards that will be used by the project;

• Quality objectives of the project;
• Quality roles and responsibilities;
• Which project deliverables and processes will be reviewed quality;
• Planned quality control and quality management activities for the project;
• Quality tools that will be used for the project; and
• Major procedures relevant for the project, such as dealing with nonconformance, corrective actions procedures,
and continuous improvement procedures

2
Quality metrics (*) Some examples of quality metrics include:
• percentage of tasks completed on time,
A description of a project/product attribute and how • cost performance measured by CPI,
the Control Quality process will verify compliance to it • failure rate,
• number of defects identified per day,
• total downtime per month,
• errors found per line of code,
• customer satisfaction scores,
3
Project management plan updates • percentage of requirements covered by the test plan as a measure of test coverage.

4
Project documents updates

8.1 PLAN QUALITY MANAGEMENT 20

8.2 Manage Quality
The process of translating the quality management plan into executable quality activities that incorporate the
organization’s quality policies into the project.

21
 8.2 MANAGE QUALITY
The process of translating the quality management plan into
? executable quality activities that incorporate the organization’s
quality policies into the project.

1/ increases the probability of meeting the quality objectives as well as

identifying ineffective processes and causes of poor quality

This process is performed throughout the project

Project management plan Data gathering Quality reports

Test and evaluation
Project documents Data analysis
documents
Organizational process assets Decision making Change requests
Project management plan
Data representation
updates
Audits Project documents updates
Design for X
Problem solving
Quality improvement methods

INPUTS TOOLS & TECHNIQUES OUTPUTS

8.2 MANAGE QUALITY 22

 8.2 MANAGE QUALITY (Cont.)
i The Manage Quality process implements a set of planned and systematic acts and processes defined within the project’s quality management plan that
helps to:
• Design an optimal and mature product by implementing specific design guidelines that address specific aspects of the product,
• Build confidence that a future output will be completed in a manner that meets the specified requirements and expectations through quality
assurance tools and techniques such as quality audits and failure analysis,
• Confirm that the quality processes are used and that their use meets the quality objectives of the project, and
• Improve the efficiency and effectiveness of processes and activities to achieve better results and performance and enhance stakeholders’
satisfaction.

Quality assurance It involves following and meeting standards to assure stakeholders that the final product will meet their needs,
expectations, and requirements

Manage Quality includes all the quality assurance activities + concerned with the product design aspects and process improvements.

is considered the work of everybody - the project manager, the project team, the project sponsor, the management
of the performing organization, and even the customer.

[Agile] quality management is performed by all team members throughout the project life cycle
[Traditional] specific team members at specific times, toward the end of the project or phase
Design Of Experiments (DOE): is a fast and accurate
Organization’s Quality may be used by project manager and project team to execute some of the
technique that allows you to systematically change all of
the important factors in a process, and see which assurance department Manage Quality activities:
combinations have an optimal impact on the project or other organizational functions design of experiments (DOE) quality improvement
failure analysis
deliverables. For example, designers might use DOE to
determine which combination ofmaterials, structure, and QA departments usually have cross-organizational experience in using quality tools and techniques and are a good
construction will produce the highest-quality product. resource for the project.

8.2 MANAGE QUALITY 23

8.2 MANAGE QUALITY – INPUTS
1 Quality management plan defines the acceptable level of quality of project and product
Project management plan (*)
describes how to ensure this level of quality in its deliverables and processes

describes what to do with nonconforming products and what corrective action

to implement.

2
Project documents (*) Lessons learned register

Quality control measurements are used to:

(*) • analyze and evaluate the quality of the processes and deliverables of the
project AGAINST the standards of the performing organization or the
requirements specified.
• Compare the processes used to create the measurements and validate actual
measurements to determine their level of correctness.

Quality metrics (*) uses quality metrics (verified by Control Quality process) as a basis for:
• the development of test scenarios for the project and its deliverables
• improvement initiatives

Risk report (*) is used to identify sources of overall project risk and the most important drivers
of overall risk exposure that can impact the quality objectives of the project.

3
Organizational process assets

8.2 MANAGE QUALITY 24

8.2 MANAGE QUALITY – TOOLS & TECHNIQUES
1
Expert judgment
2
Data gathering Checklists is a structured tool, usually component-specific, used to verify that a set of
required steps has been performed or to check if a list of requirements has
been satisfied.

should incorporate the acceptance criteria included in the scope baseline.

3
Data analysis Alternatives analysis

Document analysis

Process analysis identifies opportunities for process improvements.

examines problems, constraints, and non-value-added activities that occur

during a process

Root cause analysis (RCA) determine the basic underlying reason that causes a (may more than one)
variance, defect, or risk.

identifying root causes of a problem and solving them

4
Decision making Multicriteria decision analysis is used to evaluate several criteria when discussing alternatives that impact
project or product quality.

Voting Project decisions can include Product decisions can include evaluating the
choosing among different life cycle cost, schedule, stakeholder
Autocratic implementation scenarios or satisfaction, and risks associated with
decision suppliers resolving product defects.
making

8.2 MANAGE QUALITY 25

8.2 MANAGE QUALITY – TOOLS & TECHNIQUES (Cont.)
4
Data representation (*) Affinity Diagrams allow large numbers of ideas to be classified into groups for review and analysis.

Cause-and-effect diagrams breaks down the causes of the problem statement identified into discrete
branches, helping to identify the main or root cause of the problem. (relating to
fishbone diagrams/ why-why
Root cause analysis (RCA))
diagrams/ Ishikawa diagrams
Flowcharts show a series of steps that lead to a defect.

Histograms show a graphical representation of numerical data

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.
Matrix diagrams seeks to show the strength of relationships among factors, causes, and
objectives that exist between the rows and columns that form the matrix.
Quality audits can confirm the Scatter diagrams is a graph that shows the relationship between two variables.
implementation of approved change can demonstrate a relationship between any element of a process,
requests including updates, corrective environment, or activity on one axis and a quality defect on the other axis.
actions, defect repairs, and preventive
5 actions.
Audits (*) A quality audit is usually conducted by a team EXTERNAL to the project

is a structured, independent process used to determine if Quality audits may be scheduled or random, and may be conducted by internal or external auditors.
project activities COMPLY with organizational and project
policies, processes, and procedures. • Identifying all good and best practices being implemented;
• Identifying all nonconformity, gaps, and shortcomings;
The subsequent effort to correct any deficiencies should • Sharing good practices introduced or implemented in similar projects in the organization and/or industry;
result in a reduced cost of quality and an increase in • Proactively offering assistance in a positive manner to improve the implementation of processes to help raise
sponsor or customer acceptance of the project’s product. team productivity; and
• Highlighting contributions of each audit in the lessons learned repository of the organization.
8.2 MANAGE QUALITY 26
8.2 MANAGE QUALITY – TOOLS & TECHNIQUES (Cont.)
6
Design for X (DfX) (*) can control or even improve the product’s final characteristics

is a set of technical guidelines that may be applied X = aspects of product development, such as reliability, deployment, assembly, manufacturing, cost, service,
during the design of a product for the optimization of a usability, safety, and quality
specific aspect of the design.
may result in cost reduction, quality improvement, better performance, and customer satisfaction.
7
Problem solving (*) can include gathering additional information, critical thinking, creative, quantitative and/or logical approaches.

entails finding solutions for issues or challenges

Using a structured problem-solving method will help eliminate the problem and develop a long-lasting solution.

Problem-solving methods generally include the following elements:

• Defining the problem,
• Identifying the root-cause,
• Generating possible solutions,
• Choosing the best solution,
• Implementing the solution, and
• Verifying solution effectiveness

8
Quality improvement methods (*) Quality improvements can occur
• based on findings and recommendations from quality control processes,
entails finding solutions for issues or challenges • the findings of the quality audits, or problem solving in the Manage Quality process.

Plan-do-check-act and Six Sigma are two of the most common quality improvement tools used to analyze and
evaluate opportunities for improvement.

8.2 MANAGE QUALITY 27

8.2 MANAGE QUALITY – OUTPUTS
1
Quality reports (*) can be used by other processes and departments to take corrective actions in order to achieve the project quality
expectations
can be graphical, numerical, or qualitative

may include
• all quality management issues escalated by the
team;
• improvements recommendations for process,
project, and product improvements;
• corrective actions recommendations (including
rework, defect/bugs repair, 100% inspection, and
more);
• summary of findings from the Control Quality
process.
2
Test and evaluation documents (*) inputs to the Control Quality process

describe the activities used to determine if the product can be created based on industry needs and the organization’s templates
meets the quality objectives stated in the quality
may include dedicated checklists and detailed requirements traceability matrices as part of the document
management plan

used to evaluate the achievement of quality objectives

3
Change requests If changes occur during the Manage Quality process that impact any of the components of the project management
plan, project documents, or project or product management processes, the project manager should submit a
4 change request and follow the Perform Integrated Change Control process
Project management plan updates
5
Project documents updates

8.2 MANAGE QUALITY 28

8.3 Control Quality
The process of monitoring and recording the results of executing the quality management activities to assess
performance and ensure the project outputs are complete, correct, and meet customer expectations

29
 8.3 CONTROL QUALITY
The process of monitoring and recording the results of executing the
?
quality management activities to assess performance and ensure the
project outputs are complete, correct, and meet customer
expectations

1/ verifying that project deliverables and work meet the requirements

specified by key stakeholders for final acceptance.
This process is performed throughout the project

Project management plan Data gathering Quality control measurements

Project documents Data analysis Verified deliverables
Work performance
Approved change requests Inspection
information
Work performance data Testing/product evaluations Change requests
Enterprise environmental Project management plan
Data representation
factors updates
Organizational process assets Meetings Project documents updates

INPUTS TOOLS & TECHNIQUES OUTPUTS

8.3 CONTROL QUALITY 30

 8.3 CONTROL QUALITY (Cont.)
i

Control Quality 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.

is performed to measure the completeness, compliance, and fitness for use of a product or service prior to user
acceptance and final delivery.
This is done by measuring ALL steps, attributes, and variables used to verify conformance or compliance to the
specifications stated during the planning stage

should be performed throughout the project to FORMALLY demonstrate, with reliable data, that the sponsor’s
and/or customer’s acceptance criteria have been met [not get the formal acceptance from the customer yet]

[Agile] Control Quality activities may be performed by all team members throughout the project life cycle
[Traditional] by specific team members at specific times, toward the end of the project or phase

8.3 CONTROL QUALITY 31

8.3 CONTROL QUALITY – INPUTS
1 Quality management plan
Project management plan (*)
2
Project documents (*) Lessons learned register Quality metrics Test and evaluation documents

3
Approved change requests (*) The implementation of approved changes should be verified, confirmed for completeness, retested, and certified as
correct.
4
Deliverables (*) are outputs from the Direct and Manage Project Work process

unique and verifiable product, result, or capability to are inspected and compared to the acceptance criteria defined in the project scope statement.
perform a service
5
Work performance data (*) contains data on product status such as observations, quality metrics, and measurements for technical
performance, and project quality information on schedule performance and cost performance.
The raw observations and measurements identified
during activities being performed to carry out the
project work.

6
Enterprise environmental factors
7
Organizational process assets

8.3 CONTROL QUALITY 32

8.3 CONTROL QUALITY – TOOLS & TECHNIQUES
1
Data gathering (*) Checklists

Checksheets are especially useful for gathering attributes data while performing inspections
tally sheets to identify defects

Statistical sampling involves choosing part of a population of interest for inspection

The sample is taken to measure controls and verify quality.

Sample frequency and sizes should be determined during the Plan Quality
Management process.

Questionnaires and Surveys Written sets of questions designed to quickly accumulate information from a
large number of respondents.

used to gather data about customer satisfaction after the

deployment of the product or service
2
Data analysis (*) Performance reviews measure, compare, and analyze the quality metrics defined by the
Plan Quality Management process against the actual results.
Root cause analysis (RCA) determine the basic underlying reason that causes a (may more than one)
variance, defect, or risk.
3
Inspection (*) the examination of a work product to determine if it conforms to documented standards

reviews, peer reviews, audits, or walkthroughs The results of a single activity / final product of the project can be inspected; also are used to verify defect repairs.

4
Testing/Product Evaluations (*) Testing is an organized and constructed investigation conducted to provide objective information about the quality
of the product or service under test in accordance with the project requirements

Early testing helps identify nonconformance problems & reduce the cost of fixing the nonconforming components

8.3 CONTROL QUALITY 33

8.3 CONTROL QUALITY – TOOLS & TECHNIQUES (Cont.)
5 Histograms
Data Representation (*) Cause-and-effect diagrams Scatter diagrams

Control charts are established in Manage Quality and used in Control Quality to help determine if the results of a process are
within acceptable limits. => to determine whether or not a process is stable or has predictable performance

During the Control Quality process, samples are taken and plotted on the chart.
The control chart shows whether the samples are within acceptable limits.

Upper and Lower Control Limits Specification Limits

represent the performing organizations standards for represent the customer’s expectations/contractual
quality which are the acceptable range of variation of a requirements for performance and quality on the
process or measurement’s results. project.
often shown as two dashed lines on a control chart can appear either inside or outside of the control limits
because they are inputs from the customer.

Mean (Average) is indicated by a line in the middle of the control chart.

It shows the middle of the range of acceptable variation.

Out of Control The process is out of a state of statistical control

under either of two circumstances:

A data point falls outside of the upper or lower control limit. (UCL vs LCL)

There are nonrandom data points (Rule of Seven).

6
Meetings a group/series of nonrandom data points (continuously) that total seven on one
side of the mean
Approved change requests review

Retrospectives/lesson learned Assignable Cause/Special Cause it means a data point/series of data points (out of control) requires investigation
Variation to determine the cause of the variation

8.3 CONTROL QUALITY 34

8.3 CONTROL QUALITY – OUTPUTS
1
Quality control measurements (*)
The documented results of control quality activities

2 A goal of the Control Quality process is to determine the correctness of deliverables.

Verified deliverables (*)
Completed project deliverables -> checked and become an input to the Validate Scope process for formalized acceptance.
confirmed for correctness through the Control Quality
any change requests or improvements => may be changed, inspected, and reverified.
process.

3 includes information on project requirements fulfillment, causes for rejections, rework required, recommendations
Work performance information (*)
for corrective actions, lists of verified deliverables, status of the quality metrics, and the need for process
[actual vs plan] adjustments.

4
Change requests (*)

5
Project management plan updates
6
Project documents updates

8.3 CONTROL QUALITY 35

 Normal Distribution & Sigma
Normal Distribution is the most common probability density distribution
chart. It is in the shape of a bell curve and is used to measure variations.

Standard Deviation (or Sigma) = (P - 0)/6

Note:
• Sigma is taken on both sides of the mean. Half the curve is to the right of
the mean, and half the curve is to the left of the mean.
• +/- 1 sigma (or one standard deviation) is equal to 68.27%, which is the
percentage of occurrences to fall between the two control limits.
• +/- 3 sigma (or 3 standard deviations) equals 99.73%.
• +/- 6 sigma (or 6 standard deviations) equals 99.9999998%.

Normal Distribution & Sigma 36

Questions
1. A project has faced major difficulties in the quality of its deliverables. Management now states that quality is the most important project constraint. If
another problem with quality were to occur, what would be the best thing for the project manager to do?
A. Fix the problem as soon as possible.
B. Allow the schedule to slip by cutting cost.
C. Allow cost to increase by fixing the root cause of the problem.
D. Allow risk to increase by cutting cost.
Answer C
Explanation If a problem with quality were to occur again, many people would opt to fix the problem as soon as possible. It is proactive, but some other
project constraint(s) must change to accommodate fixing the root cause of the problem. It may not be necessary to allow the schedule to slip, because the
project manager might be able to compress the schedule in other areas. Cutting cost does not necessarily cause the schedule to slip, nor would that
necessarily fix the problem at hand. Allowing risk to increase by cutting cost is not the best choice, because a quality problem is most likely to create
additional cost, rather than cut cost. Allowing the cost to increase by fixing the root cause of the problem addresses both the need to find the cause and the
probable impact of dealing with the problem.
2. You are a project manager for a major information systems project. Someone from the quality department comes to see you about beginning a quality
audit of your project. The team, already under pressure to complete the project as soon as possible, objects to the audit. You should explain to the team that
the purpose of a quality audit is:
A. To check whether measurements of project deliverables are within specification limits
B. To check if the customer is following the quality process
C. To identify inefficient and ineffective policies
D. To check the accuracy of costs submitted by the team
Answer C
Explanation Control charts show whether measurements of project deliverables are within specification limits, and are used in the Control Quality process.
The seller cannot generally control or review the customer’s quality process. Checking the accuracy of costs submitted by the team is more representative of
a cost audit than a quality audit, so that option cannot be the best choice. Manage Quality, of which an audit is part, focuses on processes, procedures, and
standards. One purpose of a quality audit is to identify inefficient and ineffective policies.
37
Thank You
Atoha Institute of Project Management
+84 28 6684 6687

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