Project Quality Management

Based on PMBOK 6th Edition

Saturday May 26 2018

Emergency Procedures and Safety Share
Workshop purpose

An understanding of how to
Manage Project Quality

A step-by-step approach
On how to Plan Quality Management

Overview of standard templates

for Managing Quality

Share experience and build know-how

to Control Quality
Agenda

Introduction

Concepts and Terminology

Plan Quality Management

Perform Quality Management

Control Quality Management

Workshop details

Duration:
Saturday – 10.00am – 5.00pm

Course mode:
Open discussion and interactive teaching

Instruction language:
Mongolian

Instructors:
Bilguundemberel.M, PMP
Introductions
Bilguundemberel Munkhdemberel, PMP

-Education Qualifications: -Professional Experience:

-Bachelor of Commerce -Feasibility projects
-Project Management -Construction projects
Professional (PMP) -Innovation projects
-Export program/projects
-Professional associations:
-Member of the Project
Management Institute (PMI)
-VP of Membership, PMI –
Mongolia Chapter

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PMBOK 6th edition

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 Project Processes

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Concepts and Terminology

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 Project life cycles

PREDICTIVE ADAPTIVE HYBRID

ITERATIVE INCREMENTAL AGILE

Defined Early determined Deliverable is Change driven Combination

deliverables at the scope. produced of Predictive
beginning. through a series Scope evolves and Adaptive
Time and Cost
of iterations. during project. life cycle.
can be modified.
Any changes to the
scope are carefully
managed using
Integrated Change Deliverables are developed over multiple iterations.
Control Process.
Three processes (Collect requirements, Define Scope, and
Create WBS) are repeated for each iteration.
Model for Suitability of Agile Approach

For example:
Buy-in to approach assessment

Question:
Is there senior sponsor
understanding and support for
using an agile approach for this
project?

Score the questions from 1 to 10

Radar chart

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Project Phases

Monitoring &
Controlling Processes

Planning
Processes

Enter phase/ Initiating Closing Exit phase/

Start project Processes Processes End project

Executing
Processes

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 PCM Process Overview
• Interacts with other process and knowledge areas
• Increased ability to influence early
• Early project definition and boundary conditions are paramount
• Scalable process

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Triple Constraint

Scope Resources
• $
• People
Quality • Vehicles, etc.

Time
Q: What are the priorities and trade-offs for your Project?

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Trends and emerging practices
Customer Satisfaction
• Understanding, evaluating, defining and managing requirements so that
customer expectations are met
• Combination of conformance to requirements and fitness for use

Continuous Improvement
• Plan-Do-Check-Act (PDCA) basis for all quality improvement
• TQM, Six Sigma, Lean Six Sigma may improve both the quality of project
management and the quality of the end product, service, or result.

Management Responsibility
• Responsible for ensuring suitable resources at adequate capacity is available

Mutually beneficial partnership with suppliers

• Prefer long-term relationships over short-term gains.
• Mutually beneficial relationship

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 Tailoring considerations

EACH PROJECT IS UNIQUE.

Considerations for tailoring include but not

limited to:
 Policy compliance and auditing
 Standards and regulatory compliance
 Continuous improvement
 Stakeholder engagement

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Key concepts for quality management
Quality
• The degree to which a set of characteristics fulfill requirements

Grade
• Deliverables having same function but use different technical
characteristics

Precision
• Measure of exactness

Accuracy
• Assessment of correctness

ISO
• International Organization of Standards

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Concept cont’d
Project Quality
• the process for ensuring that all project activities necessary to design, plan
and implement a project are effective and efficient with respect to the
purpose of the objective and its performance.
• defined criteria of acceptable service level so that the conformity of the
output can be validated against these criteria

Product Quality
• The defined attributes of both numeric specifications and perceived
dimensions of the deliverable
• What the customer expects from the deliverable, physical / functional

Cost of Quality
• Total cost of conformance and nonconformance work
• Potential that some portion of work may be done incorrectly
• Cost can have influence throughout the deliverable life cycle
• Project development decisions can impact operational costs
• Product returns, warranty claims, recalls

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Dimensions of Quality

Dimension of quality Car Flight Project

Specifications of
project deliverables,
Shape, speed, Price, leg room, on-
quality management
Design quality acceleration, fuel board meals and
system, business case,
consumption, controls drinks, entertainment
project management
plan

Performance of time,
Time between service, Keeping the published
cost, quality, safety
Process quality actual performance on flight times, actual
and risks, quality
speed and fuel onboard service
audits

Stakeholder
management, skills
Knowledge and Skills, response and
Organization and training, supplier
courtesy of sales and courtesy of airline
quality partnership,
service staff staff, aftersales service
teamwork and
communications
Coffee Break
Quality Management
 What is Project Quality Management?

The processes and activities that determine quality policies

in order to meet stakeholders’ objectives.

Quality measures are specific to the type of deliverables

being produced.
Major Project Quality Management Process Interrelations
The Easy Version
8.1 Plan Quality Management
 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 relevant quality requirements and /or
standards.

• The key benefit is guidance and direction on how quality will be managed
and verified throughout the project.

• Should be performed in parallel to other planning processes

Plan Quality Management

This process is performed once or

at predefined points in the project.
 Data Gathering Tools and Techniques

• Benchmarking
• Comparing project practices to those of other comparable projects
• Identify best practices
• Allows for the making of analogies from projects in different areas

• Brainstorming
• Used to gather data creatively from a group of subject matter
experts or team members.

• Interviews
• Should be conducted in an environment of trust
and confidentiality to encourage honest and
unbiased contributions.
Cost-Benefit Analysis

Compare the cost of quality to each expected benefit

Cost of Quality (COQ)

All costs incurred over the life of the product / service

Data Representation Techniques
Tools and Techniques
 Flowcharts
 Displays the sequence of steps and the branching possibilities that
exist for a process that transforms one or more inputs into one or
more outputs.
 Sometimes called process flow or process flow diagrams.
 Logical data model
 Visual representation of an organization’s data, described in business
language and independent of any specific technology.
 Matrix diagram
 Helps find the strength of relation ships among different factors,
causes, and objectives that exist between the rows and columns that
form the matrix.
 Mind mapping
 A diagrammatic method used to visually organizing information.
 SIPOC Model

Uses flowchart
data to better
understand cost
of quality in
relation to
customer
requirements
Prioritization Matrix
Identify key issues and suitable alternatives to be prioritized as set decisions

Criteria are prioritized and weighed prior to being applied

Quality Planning Tools Cont’d

• Brainstorming

• Interviews

• Test and Inspection Planning

• Meeting
Plan Quality Management Output
Quality Management Plan
• Part of project management plan
Quality Metrics
• Project and product attributes and
how they will be measured
• Includes tolerance for precision
and grade
• Must be measurable
Project Management Plan Updates
• Risk management plan
• Scope baseline
Project Documents Updates
• Lessons learned register
• Requirements traceability matrix
• Risk register
• Stakeholder register
Lunch Break
8.2 Manage Quality
Manage Quality

• The process of translating the quality management plan into executable

quality activities

• Key benefit: It increases the probability of meeting the quality objectives

as well as identifying ineffective processes and causes of poor quality.

• Difference between manage quality and quality assurance: Manage

quality includes the quality assurance, and is also concerned with the
product design aspects and process improvements.
Manage Quality

This process is performed

throughout the project.
Manage Quality: Data Flow Diagram
 Affinity Diagrams

Generates ideas to
from patterns

Enhances WBS to
give structure to
the decomposition
Cause and Effect Diagram

 Can be used to find the cause of a defect.

 Help stimulate thinking and organizes thoughts.
 Can be used in quality planning, as well as quality control.
Flowcharting and Histogram

Flowcharting:
 Shows how a process or system flows
from beginning to end and how the
elements interrelate.
 Graphically represent the process and
helps analyze how the problems occur.
 Used to identify redundancies and
bottlenecks.

Histogram:
 A vertical bar chart showing how
often a particular variable occurred.
 The height of each column represents
the relative frequency of the variable.
Matrix Diagrams
Scatter Diagram

 Tracks two variables to see if they are correlated.

Quality Audits
A structured, independent process to determine if activities comply with
policies, processes, and procedures.
• Identify all best practices
• Identify nonconformity, gaps and shortcomings
• Share good practices introduced or implemented
• Proactively offer assistance to improve implementation and
productivity
• Highlight contributions in lessons learned

Effort to correct deficiencies should reduce quality cost and increase

sponsor acceptance

May be scheduled or random, internal or external

Can be used to confirm change requests

Problem Solving

 Using a structured problem-solving methods will help eliminate the problem

and develop a long-lasting solution.

 Generally includes the following elements:

 Defining the problem
 Identifying the root cause
 Generating possible solutions
 Choosing the best solution
 Implementing the solution
 Verifying solution effectiveness.
Manage Quality - Outputs

• Quality reports
• Test and evaluation documents
• Change requests
• Project management plan updates
• Project document updates
Coffee Break
8.3 Quality Control
 Control Quality

This process is performed

throughout the project.
• The process of monitoring and recording results of executing the quality
management activities in order to assess performance and ensure the
project outputs are complete, correct, and meet customer expectations.
Control Quality:
Data Flow
Diagram
Control Concepts

Prevention Inspection
• Keeping errors out of the • Keeps errors away from
process customer

Attribute Sampling Variable Sampling

• Result either conforms or does • Result is rated on continuous
not conform scale of conformity

Tolerances Control Limits

• Specified range of acceptable • The boundaries of common
results variation
Control Quality: Tools and Techniques
Data Gathering Data Representation
 Checklist  Cause and effect diagrams
 Check sheets  Control charts
 Statistical sampling  Histograms
 Questionnaire and Surveys  Scatter diagrams
Data Analysis
 Performance reviews
 Root cause analysis (RCA)
Inspection
 The examination of a work product to determine if it conforms to
documented standards.*
Testing/Product Evaluations
 The intent of testing is to find errors, defects, bugs, or other
nonconformance problems in the product or service.
Control Quality: Outputs
Quality Control Measurements
 Documented results in the format that was specified in the Quality
Management Plan.
Verified Deliverables
 Input to the Validate scope process for formalized acceptance.
Work Performance Information
Change Requests
Project Management Plan Updates
Project Documents Updates
Quality constraint
What is really important for the project? Deliver business value.

Wednesday, 15th May 2013

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Project manager – Talent Triangle

To be the most effective, project managers need to have a

balance of these three skill sets.

Wednesday, 15th May 2013

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Quiz
 Quiz

When a product or service completely meets a customer’s

requirements:

A. Quality is achieved.
B. The cost of quality is high.
C. The cost of quality is low.
D. The customer pays the minimum price.
 Quiz

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 increase by fixing the root cause of the problem.
D. Allow risk to increase by cutting cost.
 Quiz

Cost has been determined to be the highest priority constraint

on a project to design and produce a new tool that will be used
in restaurant kitchens. The project team has included random
sampling of these tools in their quality plan.

Although cost is a key factor, the product must also meet high
quality standards. Al the following are examples of the cost of
nonconformance except:

A. Rework
B. Quality training
C. Scrap
D. Warranty cost
 Quiz

The project team has created a plan for how they will
implement the quality policy, addressing responsibilities,
procedures, and other details.

If this plan changes during the project, which of the following

plans will also change?

A. Quality assurance plan

B. Quality management plan
C. Project management plan
D. Quality control plan
 Quiz

During project executing, a project team member informs the

project manager that a work packages has not met the quality
metric, and that she believes it is not possible to meet it. The
project manager meets with all concerned parties to analyze the
situation.

Which part of the quality management process is the project

manager involved in?

A. Manage quality
B. Perform integrated change control
C. Control quality
D. Plan quality management
 Quiz

Which of the following explains why quality should be planned

in and not inspected in?

A. It reduces quality and is less expensive.

B. It improves quality and is more expensive.
C. It reduces quality and is more expensive.
D. It improves quality and is less expensive.
 Quiz

The technique of comparing actual or planned project practices

to those of other projects to generate ideas for improvement
and to provide a basis by which to measure performance is
known as:

A. Workbench
B. Benchmarking
C. Quality control
D. Dependency
 Quiz

Your vendor just shipped you 100,000 parts. What is the best
quality tool to use given that you do not have the time or the
workers available to check each part?

A. Pareto Chart
B. Statistical Sampling
C. Control Chart
D. Scatter diagram
Final Comments
Tips – Looking Ahead

• Think ahead – what’s happening next week, next month,

next quarter?
• Communicate, Communicate, Communicate
• How does my customer view this?

• Be impatient & have a sense of urgency

• Keep it simple

• If you don’t understand, ask and ask and ask

• The PM tools are your friends, not your slaves
• Always keep learning
Next Steps

• Continue to develop the documents for your Project

• Use these documents to run your project – they will help
• Keep practicing using them – they are a new skill that requires practice.
• Ask for assistance from your leader or project stakeholders
• Join PMI Mongolia Chapter to get more training and learn more
• Look out for future PM courses

Updates from PMI Mongolia Chapter:

• www.facebook.com/PMIMongoliaChapter
• www.linkedin.com/groups/PMI-MONGOLIA-CHAPTER
• www.twitter.com/PMIMongolia
• www.pmimongolia.mn
PMI® Globally Recognized Standards for Project Managers

Learn more:
Guidelines + Definitions + Process Descriptions = Common Language

Wednesday, 15th May 2013

Thank you for your attention!

Contact information:
About upcoming trainings and certifications:
secretary@pmimongolia.mn |
professionaldevelopment@pmimongolia.mn

About joining the chapter:

membership@pmimongolia.mn
 PMIMC Annual International Conference

SHIFTING TOWARDS THE FUTURE EXCELLENCE

October, 2018