Project Quality Management

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Project Quality Management

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 Introduction of Participants

Name

Organization

Occupation

Experience in Quality

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 Objective of the Course

1- Provide participants with an overview of Basics of Quality.

2- Help participants understand how to manage Quality in projects

3- Help participants improve the Quality of work performed by

their organizations

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 Contents

 What is Quality
 Dimensions of Quality ( Product / Service )
 Project Quality Management
- Quality Planning
- Quality Control
- Quality Assurance

 Continuous Improvement

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 What is Quality

Quality has many definitions :

 “The degree of excellence of a thing” ( Webster’s Dictionary)

 Conformance to specification & Standards

 Satisfying Customer requirements.

 Doing the thing RIGHT first time & every time

 Meeting a well defined needs .

 Fitness for use

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 Main Types of Business Organizations

Manufacturing Org, Service Organizations.

- Car Factories - Hotels
- Chemical Plants - Schools
- Pharmaceutical - Hospitals
- Electronics - Airlines
- Household - Training Companies (EMEND)
- Etc,,,, - Etc,,,,

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 Dimensions of Quality of Product (Garvin)

1. Performance : basic operating characteristics

2. Extra Features : “extra” items added to basic features

3. Reliability : ( 1- The probability of occurrence of a defect )

4. Conformance : meeting pre-established standards

5. Durability : Life span before replacement

7. Aesthetics : Look, feel, sound, smell or taste

8. Safety : Not causing injury or harm

6. Serviceability : Ease of getting repairs, speed & competence of repairs

9. Reputation : Perceptions based on brand name, advertising, etc

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 Dimensions of Quality of Service

1. Waiting Time : customer waiting time

2. Timeliness : Service completed on time

3. Completeness : Customers gets all they asked for

4. Courtesy : Treatment by employees

5. Consistency ; Same level of service for all customers

6. Accessibility & Convenience : Ease of obtaining service

7. Accuracy : Service performed right every time

8. Responsiveness : Reactions to unusual situations

9. Tangibles : The Quality, cleanliness, ,,,,, of equipment used in service delivery

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 Thank You

Break
for
Refreshments

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 Project Quality Management

Definition :
• Creating and following policies & procedures, in order to
ensure that a project meets the defined needs it was
intended to meet.
• Completing the project with no deviations from the
project requirements.)

• It is composed of three parts:

 Quality Planning
 Quality Control
 Quality Assurance

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 3 Quality Management Processes

1- Quality planning -
Identifying which quality standards apply and
how to satisfy them.
2- Quality control -
Monitoring specific project results to determine whether
they comply with applied quality standards, and;
identifying ways to eliminate causes of unsatisfactory
performance.
3- Quality assurance -
Applying the planned, systematic quality activities to ensure
all processes needed to meet requirements are employed.

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 3 Quality Management Processes

1-Quality Planning 2- Quality Control 3-Quality Assurance

Identifying which Monitoring specific project Applying the planned,
quality standards results to determine
systematic quality
apply to the project whether they comply with
and how to satisfy applied quality standards, activities to ensure that
them. and identifying ways to all processes needed to
eliminate causes of meet requirements are
unsatisfactory employed.
performance.

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 1- Quality Planning

Quality planning
The process of :
- identifying which standards apply to the project and how to
meet the standards, with a focus on customer requirements,
- designing products & services to meet those requirements,
- establishing quality goals,
- defining processes, and
- establishing controls to use in monitoring the processes.

- A key element of developing the project plan, and should be

performed in parallel with other project planning processes.

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 1- Quality Planning, Cont.

Inputs
Inputs Tools Outputs
Output

• Quality Policy • Benchmarking • Quality Plan

• Stand.& Regulations. • Cost Benefit Analysis • Operational Definitions
• Scope of the Project • Flowcharting • Check Lists
• Project Schedule &
budget

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 Inputs of Quality Planning

•Quality policy.
The overall intentions & direction of an organization with regard to
quality, as formally expressed by top management”
If the performing organization lacks a formal quality policy, the
project management team will need to develop one.

Scope statement.
It documents the main objectives of the project, to define
stakeholder requirements.

Product description.
Contain details of technical issues and other concerns that may
affect quality planning.

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 Inputs of Quality Planning, Cont.

Standards & regulations

Specific standards or regulations that may affect the project.

Other process outputs

Processes in other knowledge areas may produce outputs that
should be considered
procurement planning may identify contractor quality requirements

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 Tools & Techniques used in Quality Planning

1- Benefit/cost analysis
– Benefit of meeting quality requirements
» less rework,
» higher productivity,
» lower costs,
» Increased stakeholder satisfaction
– Cost of meeting quality requirements
» is the expense associated with project quality management activities.

2- Benchmarking
– Comparing actual or planned project practices to those of other projects
» to generate ideas for improvement
» to provide a standard by which to measure performance

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 Tools & Techniques used in Quality Planning, Cont.

3- Flow-charting.

4- Cause & effect diagrams - Ishikawa diagrams or fishbone diagrams

Illustrate how various causes relate to create potential problems or
effects.
5- System or process flowcharts
Show how various elements of a system interrelate.
Can help the project team anticipate what and where quality
problems might occur

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 Fishbone / Ishikawa
5 - Cause / Cause
& Effect & Effect,
(Fish Bone) Diagram
Diagram

Measurement Human Machines

Quality
Problem

Environment Material Process

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 Fishbone / Ishikawa
Example / Cause &Diagram
on Fishbone Effect, Diagram

Measurement Human Machines

Faulty testing equipment Poor supervision Out of adjustment

Incorrect specifications Lack of concentration Tooling problems

Improper methods Inadequate training Old/worn

Quality
Inaccurate Problem
temperature
control Defective from vendor Poor process design
Ineffective quality
Not to specifications management
Dust and Dirt Material- Deficiencies
handling problems in product design

Environment Materials Process

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 Process Flowchart
1-purchased
( Delivery & inspection of Flow Chart
goods )

Specifications

Supplier Supply Dept. .Quality Dept Fin Dept.

Deliver Preliminary Receipt Inspect deliveries Pays

contracted of deliveries & advice Do they conform Supplier
goods Quality Dept. to spec.s

Add deliveries to stores

& Advice Fin Dept. Yes
No
Reject Deliveries &
return them to supplier

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 Rules & Benefits of Flowcharting Process
How Flow Charts can help improve performance

Rules for drawing process Flow chart :

1- Focus on the process as it is, to find the problems
2- Clarify the process boundaries
3- Involve people who do the process ( As is )

Drawing process Flow chart help you to :

 Find the non-added value steps, to take them out
 Find duplicate steps, to take them out

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 Rules
Cost&ofBenefits
Quality of Flowcharting
( Poor Process
Quality ) COPQ

Categories of Quality Costs

1) Internal Failure Costs

2) External Failure Costs.

3) Appraisal Costs

4) Prevention Costs $

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 Internal Failure
1-Internal Cost
Failure Cost

Internal failure costs occurs when a (Product / Service ) fail to reach the
designated quality Standard & are detected Before transfer to the customer.

Sources of Internal Failure Cost

 Cost of rework / repair of defective products .

 Cost of scrapping defective ( non-repairable ) products .

 Cost of downgrading of product

 Cost of Trouble-shooting & investigation of defects

 Cost of Changes in Design

 Cost of Corrective action / Scrap due to design changes

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 External Failure
2-External Cost
Failure Cost

External failure costs occur when a product fails to reach designated Quality
standards and is not detected until After transfer to the customer.
Sources of External Failure Cost

• Processing / investigation of customer complaint

• Repair / replacement of sold goods

• Warranty claims

• Product liability & litigation costs

• Interest charges on delayed payment due to quality problems

• Loss of customer goodwill & sales

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 Cost of detecting Defects
Cost of detection and correction

Process Final testing Customer

Where defect is detected
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 Appraisal
3- AppraisalCost
Cost

 Appraisal costs are spent to detect defects to assure conformance to

quality standards. i.e “ checking if things are correct”.

 Its focus is discovery of defects rather than prevention of defects

Activities of Appraisal Cost
 Testing of Proto type products
 Inspection of Incoming material
 In-Process inspection
 Final inspection
 Laboratory testing / measurement
 Depreciation cost for measuring devices
 Quality Audits.

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 Prevention Cost
4- Prevention Cost

 Prevention costs are associated with design & planning, prior to

actual operation, to avoid defects.
 These activities :
- Reduce the probability of producing defective products.
- Reduce appraisal costs, internal & external failure costs.

Activities of Prevention Cost

 Market research
 Design review
 Design and testing of jigs & fixtures
 Quality training programs.
 Preventive maintenance

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Impact of Quality
Impact improvement
of Quality program
Improvement program ofon COPQ
COPQ

gain
Appraisal

Appraisal

Failure Failure

Prevention
Prevention

Before After

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 C- Outputs of Quality Planning

1- Quality management plan.

Describe how the project management team will implement its quality policy.
The project quality system include :
- “the organizational structure,
- responsibilities,
- procedures, processes, and
- resources needed to implement quality management”
It Must address :
- Quality Control,
- Quality Assurance,
- Quality Improvement.

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 C- Outputs of Quality Planning, Cont .

2- Operational definitions – quality metrics

Describes, in specific terms, what something is, and how it is measured by the
quality control process.
It is not enough to say that meeting the planned schedule dates is a measure of
management quality; the project management team must also indicate :
- whether every activity must start on time, or only finish on time;
- whether individual activities will be measured or only certain deliverables, and if
so, which ones

3- Checklists
A structured tool, used to verify that a set of required steps has been performed.

4- Inputs to other processes

A need for further activity in another area might be identified.

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 Thank You

Break
for
Refreshments

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 2- Quality Control

Quality Control
• Monitoring specific project results to determine if they comply
with relevant Quality Standards and identifying ways to eliminate
the Un-satisfactory results .

• Project Results include :

- Product Results, such as deliverables , and
- Management Results, such as cost & schedule performance

• Quality Control activities are performed by Q. C Dept. or a

similarly titled organization Unit .

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 2- Quality Control, Cont.

Inputs Tools Output

• Work Results . • Inspection • Acceptance Decisions

• Quality Plan • Pareto Charts • Rework
• Operational Definitions • Control Charts • Completed Check Lists
• Check Lists
• Flow charting • Process Adjustments
• Trend Analysis • Quality Improvement

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 Inputs of Quality Control

 Work Results
- Product / process results
- Information about the planned / expected results ( From the project plan )
should be available, to compare to actual results .

 Quality Plan

 Operational Definitions

 Check lists

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 Tools & Techniques used in Quality Control

1. Inspection

2. Control Charts

3. Pareto Diagram

4. Flow Charting

5. Trend Analysis

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 Tools & Techniques used in Quality Control,
1- Inspection

 Inspection
Includes activities such as :
measuring, examining, and testing undertaken to
determine whether results conform to requirements.

– May be conducted at any level

– Reviews, product reviews, audits, and walk-throughs

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 Tools & Techniques used in Quality Control,
2- Control Charts

 Control Charts
Graphic display of the results, over time, of a process.
- Used to determine if the process is “in control”
- Used to track repetitive activities.

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 Tools & Techniques used
Control in Quality Control,
Chart
2- Control Charts

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24
UCL = 23.35
21
Number of defects

18 c = 12.67

15

12

6
LCL = 1.99
3

2 4 6 8 10 12 14 16
Sample number
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 Tools & Techniques used in Quality Control,
3- Pareto Diagram

 Pareto Diagram
 A histogram, ordered by frequency of occurrence, that

shows how many results were generated by type or

category of identified cause.

- Rank ordering is used to guide corrective action

-The project team should take action to fix the problems

that are causing the greatest number of defects first

 41
 Tools &Example
Techniques used in Quality Control,
on Pareto Analysis - Step1
3- Pareto Diagram

At the end of 1st Quarter of 2008, XYZ Company surveyed the performance
of 4 suppliers and put the result in the table :

Suppliers
Problems A B C D TOTAL

Incorrect Invoice 3 4 0 2 9

Late Deliveries 3 4 5 6 18

Damaged Material 2 5 1 2 10

Short Delivery 2 5 3 3 13

Totals 10 18 9 13 50
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 Tools & Techniques used in Quality Control,
(Example on Pareto Diagram
3- Pareto Analysis , Step 2 )

% of each problem was calculated, and the result put in descending order
in the following table

Suppliers Accum
Total %
Problems A B C D %

Late Deliveries 3 4 5 6 18 36% 36%

Short Delivery 2 5 3 3 13 26% 62%

Damaged Material 2 5 1 2 10 20% 82%

Incorrect Invoice 3 4 0 2 9 18% 100%

Totals 10 18 9 13 50 100 % 100%

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 Pareto Chart - Step3

120%
100%
100%
82%
80%
62%
60%
36%
40%
26%
20% 18%
20% 36%

0%
Late Delivery Short Delivery Damaged In correct
Material Invoice

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 Tools & Techniques used in Quality Control,
4- Flow charting

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Tools & Techniques used
6-Scatter in Quality Control,
Diagram
5- Trend Analysis

Positive
Correlation

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 C- Outputs of Quality Control

 Acceptance decisions
The items inspected will be accepted or rejected.
 Rework
Action taken to bring a defective or non-conforming item
into compliance with requirements or specifications.
 Completed checklists

Process adjustments
Immediate corrective or preventive action
as a result of quality control measurements
 Quality improvement

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 Thank You

Break
for
Refreshments

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 3- Quality Assurance

Quality Assurance
QA is a planned & systematic activities carried out to ensure that :
- Variances in processes are clearly identified and assessed,
- The organization is continuously improving processes, to meet
the stated standards of the stakeholders.

Quality Assurance processes provide:

(1) An independent review of the processes in use, at key project
checkpoints;
(2) Identification of process non-compliance early in the project; &
(3) A conduit for continuous process improvement.

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 3- Quality Assurance, Cont.

Inputs
Inputs Tools Outputs
Output

• Quality Plan • Quality Audits • Quality Improvement

• Results of QC • activities
measurements
. Operational
Definitions

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 Inputs of Quality Assurance

 Quality Plan

 Results of QC testing & measurements

 Operational Definitions

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 Tools & Techniques used in Quality Assurance

• Quality Audits
– A quality audit is a structured review of other quality
management activities.
– The objective is to identify lessons learned that can
improve performance of this project or of other
projects within the performing organization.
– Quality audits may be scheduled or random,
– They may be carried out by properly trained in-house
auditors or by third parties such as quality system
registration agencies.

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 Outputs of Quality Assurance

Quality Improvement activities

- Taking action to increase the effectiveness and
efficiency of the project, to provide added benefits to
the project stakeholders.
– In most cases,
»preparation of change requests
»taking of corrective action

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 The continuous
The Continuous Improvement
Quality Improvement cycle Process
(Deming PDCA
wheel)

4- Act accordingly : 1-Plan for change

Formalize it / drop it aimed at
improvement
Act Plan

Check Do
3-Evaluate results. 2-Implement
Did it work? the change

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 The Continuous Improvement Process

1. Select a process for improvement, and set goals

2. Document & Study the current process

3. Seek ways to improve the process

4. Design an improved process

5. Implement the improved process

6. Evaluate it ( Is there an improvement ? Yes / No )

7. Document the improved solution, communicate it

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 Conclusion

• Quality is a characteristic of service / a product .

• Quality is basic factor of success in the competitive

environment in which we all work now

•Quality is going to sort out the winners from the losers

• Project Quality Management has 3 elements :

Quality planning, Quality control & Quality Assurance

•The Deming Model for Continuous Improvement cycle

contains 4 activities : Plan-Do-Check- Act

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Questions & Answers

Thank You

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