Project Monitoring and

Evaluation
[MPM6133]

Dr. Jabir Mumtaz

Assistant Professor
CUST
 PROJECT
QUALITY
MANAGEMENT

Lecture 11
30 December 2021
Reference

Project Management by HAROLD KERZNER

• Chapter 20
• (Page 873-923)

QUALITY IMPROVEMENT by Dale H. Besterfield

• Chapter 6 & 9
INTRODUCTION

• Higher performance requirements

• Faster product development
• Higher technology levels
• Materials and processes pushed to the limit
• Lower contractor profit margins
• Fewer defects/rejects
INTRODUCTION

Critical factors that can affect quality is market

expectations.

The variables that affect market expectations include:

• Salability
• Produceability
CHANGING VIEWS OF QUALITY

PAST PRESENT
• Quality is responsibility of blue-collar • Quality is everyone’s responsibility,
workers white-collar workers

• Quality defects should be hidden • Defects should be highlighted for

from customers corrective action

• Quality problems lead to blame, • Quality problems lead to cooperative

faulty justification, and excuses solutions

• Corrections-to-quality with minimum • Documentation is essential for

documentation “lessons learned”

• Increased quality will increase • Improved quality saves money and

project costs increases business

• Quality occurs during project • Quality occurs at project initiation

execution and must be planned
What is Quality?

• Car
– Ride, Reliability, Fit and Finish, Audio System

• Food
– Taste, Smell, Color, Texture, Freshness

• Clothes
– Fit, Stitching, Comfort, Wear?
Definition of Quality

• Quality is defined by the CUSTOMER

• The ISO 9000 definition is

“The totality of feature and characteristics of a

product or service that bears on its ability to satisfy
stated or implied needs.”
The Quality Improvement Process
Project Quality Management

• Project quality management ensures that the

project will satisfy the needs for which it was
undertaken

“The degree to which an inherent set of

characteristics fulfills requirements.”

• Processes include
– Planning quality management (Planning)
– Performing quality assurance (Executing)
– Performing quality control (Control/Monitor)
Project Quality Management
Planning Quality

• Implies the ability to anticipate situations and

prepare actions to bring about the desired
outcome

• Important to prevent defects by:

– Selecting proper materials

– Training and indoctrinating people in quality
– Planning a process that ensures the appropriate
outcome

12
Performing Quality Assurance

• Quality assurance includes all the activities related

to satisfying the relevant quality standards for a
project
– Another goal of quality assurance is continuous quality
improvement

• Performing Quality Assurance through:

– Benchmarking
– Quality audits
Controlling Quality

• The main outputs of quality control are:

– Acceptance decisions
– Rework
– Process adjustments

• Seven Basic Tools of Quality

– Flowchart  Pareto Diagram
– Run Chart  Control Chart
– Scatter Diagram  Cause and Effect Diagram
– Histogram
14
 Flowcharts

• Flowcharts are graphic displays of the logic and flow

of processes that help you analyze how problems
occur and how processes can be improved

15
Run Charts

• A run chart displays the history and pattern of

variation of a process over time.

16
Scatter diagram

• A scatter diagram helps to show if there is a

relationship between two variables

17
Histograms

• A histogram is a bar graph of a distribution of

variables

18
Pareto Charts

• A Pareto chart is a histogram that can help you

identify and prioritize problem areas

19
Quality Control Charts

• A control chart is a graphic display of data that illustrates

the results of a process over time
– The main use of control charts is to prevent defects, rather
than to detect or reject them

20
The Seven Run Rule

• You can use quality control charts and the

seven run rule to look for patterns in data

• The seven run rule states that if seven data

points in a row are all below the mean, above
the mean, or are all increasing or decreasing,
then the process needs to be examined for
non-random problems

21
Checksheet

• Used to collect and analyze data

22
Cause-and-Effect Diagrams

• Cause-and-effect diagrams
– They help you find the root cause of a problem
– Fishbone or Ishikawa diagrams

23
Precision vs. Accuracy

Precision: “the values of repeated measurements

are clustered and have little scatter.”

Accuracy: “the measured value is very close to the

true value.”

PMBoK® Guide, 4th Edition, p. 190

Quality Control Charts

• Project Attribute Control Charts

• Project Variable Control Charts

25
Attribute

• The term Attribute refers to those quality

characteristics that conform to specifications or
do not conform to specifications.

• Attribute are used:

1. Where measurements are not possible.
2. Where measurements can be made but are not
made because of time, cost, or need.
Types of Attribute

Types of Attribute Charts:

1. Nonconforming Units (based on the Binomial

distribution): p chart, np chart.

2. Nonconformities (based on the Poisson

distribution): c chart, u chart.
 The P charts

• The P Chart is used for data that consist of the

proportion of the number of occurrences of an
event to the total number of occurrences.

• It is used in quality to report the fraction or

percent nonconforming in a product, quality
characteristic, or group of quality characteristics.
The P charts

np
p=
n
• It can be used to control one quality characteristic,
as is done with X bar and R chart, Or to control a
group of quality characteristics of the same type or
of the same part Or to control the entire product.
Objectives of the P Chart

1. Determine the average quality level: This

information provides the process capability in
terms of attributes.
2. Bring to the attention of management any
changes in the average.
3. Improve the product quality: Ideas for quality
improvement.
4. Evaluate the quality performance of operating
and management personnel.
Objectives of the P Chart

5. Suggest places to use X bar and R chart: They

are more sensitive to variation.
6. Determine acceptance criteria of a product
before shipment to the customer.
P chart Construction

➢ Select the quality characteristic

➢ Choose the rational subgroup
➢ Collect the data
➢ Determine the trial center line and control limits
➢ Establish the revised central line and control limits
➢ Achieve the objective
P chart Construction

Collect the data

– At least 25 subgroups.
– Different sources (Check sheet).
– For each subgroup the proportion
nonconforming is calculated by the
formula P = np/n
P chart Construction

➢ Select the quality characteristic

➢ Choose the rational subgroup
➢ Collect the data
➢ Determine the trial center line and control limits
➢ Establish the revised central line and control limits
➢ Achieve the objective
Calculate the trial central line and the control limits:

p=
 np
n
p (1 − p )
UCL = p + 3
n
p (1 − p )
LCL = p − 3
n
Calculate the trial central line and the control limits:
Calculate the trial central line and the control limits:
P chart Construction

➢ Select the quality characteristic

➢ Choose the rational subgroup
➢ Collect the data
➢ Determine the trial center line and control limits
➢ Establish the revised central line and control limits
➢ Achieve the objective
Establish the revised central line and control limits.

p new = p=
 np − np d

n −n d

p0 (1 − p0 )
UCL = p0 + 3
n
p0 (1 − p0 )
LCL = p0 − 3
n
 Establish the revised central line and control limits

p new = p=
 np − np d

n −n d

p0 (1 − p0 )
UCL = p0 + 3
n
p0 (1 − p0 )
LCL = p0 − 3
n
Establish the revised central line and control limits
P chart Construction

➢ Select the quality characteristic

➢ Choose the rational subgroup
➢ Collect the data
➢ Determine the trial center line and control limits
➢ Establish the revised central line and control limits
➢ Achieve the objective