Recap of Lecture # 01

• What is a Project?
• What are Project Attributes?
• What is Project Life Cycle?
• What are Project Phases?
• What is a Project Manager?
• What are 3C’s of Project Management?

•1
 Recap of Lecture # 01
• What are Project Management Knowledge
Areas?
• What are Project Management Processes?

•2
 Lecture # 02
• Defining Quality
• Project Quality
• Quality Management
• Evolution
• Cost of Quality, Characteristics, Concepts, and Founders of the Modern
Quality Movement.
• Introduction to Project Quality Management Key concepts and
Considerations.
• Benefits of Quality Management, Trends, and emerging practices.
• Organizational strategy and its relationship to projects and project Quality.

•3
 Define Quality
The word "quality" comes from the Latin word "qualitas," which means
"characteristic" or "attribute." The word was first used in English in the
14th century, originally to describe a person's temperament or nature. Over
time, the meaning of the word evolved to include the characteristic or
attribute of an object or product, and by the 16th century, "quality" was
commonly used to refer to the degree of excellence or worthiness of
something. Today, the concept of quality is central to many fields, including
business, manufacturing, engineering, and healthcare.

•4
 History of Quality
The quality profession has a long history, which has greatly
accelerated over the last 80 years. Joseph M. Juran (1988) has traced
the practice of the quality profession back to the ancient Egyptians
and the building of the pyramids.

• Initially, quality was intrinsically associated with craftsmanship,

and each craftsman controlled all aspects of the final product of
his craft.

Q: What are some of the quality

measures taken in the construction
of Pyramids?

•5
 History of Quality
Modern quality practices originated in two stages:
Mass inspection in the early 1900s and the Control chart around 1930.

Mass inspection became commonplace as a result of Frederick Taylor’s

Scientific Management. Workers stopped checking the quality of their work
and instead passed it on to specially trained inspectors.

•6
 History of Quality
In the early 20th century, the concept of statistical process control (SPC) was
introduced by Walter Shewhart, a pioneer in the field of quality control, who
developed methods for using statistical analysis to monitor and improve
manufacturing processes. It was his contribution that really initiated the
Quality Profession.

•7
 History of Quality
The next big push for quality emerged during World War II when suddenly
peoples’ lives could be destroyed by poor-quality products. At the same time
hundreds of American companies were called upon to manufacture goods to
the most exacting requirements. Many quality control techniques, such as
acceptance sampling and process control charts, which were merely
encouraged before the war, became mandatory as part of the defense effort.

At this point in time two of the leading practitioners of the quality

profession—W. Edwards Deming and Joseph M. Juran—established their
professional credentials during this time teaching statistical and
management tools. In the 1970s

•8
 Walter A. Shewart
Walter A. Shewhart altered the course of industrial history by bringing
together the disciplines of statistics, engineering, and economics. His greatest
achievement, the invention of the process control chart, was “the
formulation of a scientific basis for securing economic control.” The
Shewhart control chart is now sometimes referred to as a process behavior
chart.
Shewhart wanted statistical theory to serve the needs of the industry. He
patiently developed his and others’ ideas, he observed the world of science
and technology. The stochastic nature of both biological and technical
systems made it difficult to apply conventional statistical methods. Shewhart
showed how it was possible to apply statistical methodology to these
systems.

Economic Control of Quality of Manufactured Product, 1931

• Control charts
• Variation
• Process improvement
• Quality Responsibility
• System thinking

•9
Walter A. Shewart

•10
W. Edwards Deming and Joseph M. Juran
Shewhart, Edwards, Juran, and Deming all worked for and learned from the
Bell System in one way or another.

Deming (1982) emphasized that the keys to quality are in management’s

hands—85 percent of quality problems are due to the system and only 15
percent are due to employees. The heart of his quality strategy is the use of
statistical quality control to identify special causes (erratic, unpredictable)
and common causes (systemic) of variation. Statistical tools provide a
common language for employees throughout a company and permit quality
control efforts to be widely diffused.

Exceptions:
• Cases of individual behavior; Such as deliberate violation of established
procedures, unwillingness to follow or resolve the issue, etc.
• 80/15 is a general rule, not a strict number.
• In high-risk industries such as nuclear power generation, it is 95/5.
• In advertising, marketing, or design individual employees' creativity,
judgment, and communication skills may have a significant impact on the
quality of the end product making it 65/35.

•11
W. Edwards Deming and Joseph M. Juran
What Deming Advocated included:

• Each employee assumes considerable responsibility for the quality of his or

her own work.

• Those in traditional quality control functions are then able to take more
proactive roles.

• Deming’s teachings helped Japan recover from WWII and transformed “made
in Japan” from a liability to an asset.

• Deming asserted that instead of exhorting employees to produce higher-

quality work, improve the system.

• Deming asserted that the changes needed to improve quality were almost
always outside of the workers’ control, such as having the right tools, training,
and materials.

• Deming Promulgated that, management had to accept responsibility for

quality.

•12
W. Edwards Deming and Joseph M. Juran
• Based on his experience, Deming
developed a 14-point set of requirements
called Deming’s 14 points.

• Japan, as Deming showed the use of

statistical tools, and Juran taught the
techniques of managing for quality.

• Juran originated the concept of “the vital

few” and the “trivial many,” which he
labelled the Pareto principle.
Juran recognized that improving quality requires a completely different
approach from what is needed to maintain existing quality. He later
condensed his Ideas into 3 points called the “Juran Trilogy”.

1. Quality control: monitoring techniques to correct sporadic problems

(analogous to special causes)
2. Quality improvement: a breakthrough sequence to solve chronic
problems (analogous to common causes)
3. Quality planning: an annual quality program to institutionalize
managerial control and review

•13
•14
 Juran’s Trilogy
Quality Planning Quality Control
Institutionalize Quality management /Special cases

Quality Improvement
Chronic problems

•15
Juran’s Trilogy and PMBOK

•16
 14 Points of Juran
Juran defined quality as “fitness for use by the customer”

1. Create consistency of purpose toward improvement of products and

services, with a plan to become competitive and to stay in business. Decide
to whom top management is responsible.
2. Adopt the new philosophy. We are in a new economic age. We can no
longer live with commonly accepted levels of delays, mistakes, defective
materials, and defective workmanship.
3. Cease dependence on mass inspection. Require instead statistical
evidence that quality is built-in to eliminate the need for inspection.
Purchasing managers have a new job and must learn it.
4. End the practice of awarding business on the basis of the price tag.
Instead, depend on meaningful measures of quality, along with the price.
Eliminate suppliers who cannot qualify with statistical evidence of quality.
5. Find problems. It is management’s job to work continually on the system
(design, incoming materials, composition of material, maintenance,
improvement of machines, training, supervision, retraining).

•17
 14 Points of Juran
6. Institute modern methods of training on the job.

7. Institute modern methods of supervision of production workers. The

responsibility of foremen must be changed from sheer numbers to quality.
Improvement of quality will automatically improve productivity. Management
must prepare to take immediate actions on reports from foremen concerning
barriers such as inherited defects, machines not maintained, poor tools,
fuzzy operation definitions.

8. Drive out fear, so that everyone may work effectively for the company.

9. Break down barriers between departments. People in research, design,

sales, and production must work as a team, to foresee problems of
production that may be encountered with various materials and
specifications.

•18
 14 Points of Juran
10. Eliminate numerical goals, posters, and slogans for the workforce, asking for
new levels of productivity without providing methods.

11. Eliminate work standards that prescribe numerical quotas.

12. Remove barriers that stand between the hourly worker and his right to pride
of workmanship.

13. Institute a vigorous program of education and retraining.

14. Create a structure in top management that will push every day on the above
13 points.

Juran advocated the need for top managers to become personally involved in
quality effort to be successful. And for middle and lower-level managers to learn
the language and thinking of top management—money.

For example—in order to secure their involvement. Juran’s universal process for
quality improvement requires studying symptoms, diagnosing causes, and
applying remedies. He repeatedly emphasized that major improvement could be
achieved only on a project-by-project basis. The basis for selecting projects was
return on investment, now a major component of Six Sigma.

•19
 Modern Developments
.
Quality management has evolved significantly over the years, and there have been
several modern developments in this field. Here are some of them:
1. Total Quality Management (TQM):

2. Lean Management:

3. Six Sigma:

4. ISO 9001:2015:

5. Agile Quality Management:

Overall, these modern developments in quality management have enabled

organizations to improve their products and services, reduce costs, increase
efficiency, and enhance customer satisfaction

•20
 Total Quality Management
.
• Total Quality Management (TQM) is a management approach that focuses on
continuous improvement, customer satisfaction, and employee involvement. It
involves everyone in the organization in the process of improving quality,
including top management, middle management, and employees at all levels.
The goal of TQM is to achieve customer satisfaction and continuous
improvement in all aspects of an organization's operations.
• TQM is based on the principle that quality should be built into every aspect of
an organization's products and services, rather than inspected or tested after
they have been produced. It involves a focus on understanding and meeting
customer requirements, empowering employees to make decisions and take
ownership of their work, and using data and analysis to drive continuous
improvement.
• TQM also involves a culture of teamwork, collaboration, and communication,
with an emphasis on identifying and eliminating waste, reducing variation, and
improving efficiency. By implementing TQM principles and practices,
organizations can improve quality, reduce costs, increase efficiency, and
enhance customer satisfaction.

•21
 Total Quality Management
.

Management

Document
BDM
Control

Describe How
they each can
complement each
other and strive
together to
ARCH, STR,
Finance produce quality HWY, MEP
work?

HR IT

•22
 Lean Management
.
• Lean management is a methodology that focuses on maximizing value and
minimizing waste in all business processes. It originated in the manufacturing
industry, but has since been applied to a wide range of industries and sectors.
• Lean management involves identifying and eliminating non-value-added
activities, reducing cycle times, and improving efficiency. It is based on the
principles of continuous improvement, respect for people, and a focus on the
customer.
• Lean management uses a variety of tools and techniques to improve processes,
such as value stream mapping, 5S, Kanban, and Kaizen. These tools and
techniques help to identify waste in processes, such as overproduction, waiting,
defects, overprocessing, excess inventory, unnecessary motion, and unused
talent.
• By eliminating waste and improving efficiency, organizations can reduce costs,
improve quality, and increase customer satisfaction. Lean management also
emphasizes the importance of empowering employees to identify and solve
problems, which can lead to a more engaged and motivated workforce. Overall,
lean management helps organizations to become more competitive and agile in a
rapidly changing business environment.

•23
 Lean Management
.

Apply the
improvement
plan

Empower
Optimize
Map value Employees
Apply cost processes
stream of the and apply
reduction according to
manufacturin continuous
Techniques company
g process improvement
limitations
techniques

Prepare a Identify all Storage space,

map of all possible improved
the techniques design,
activities that either purchase
with reduce cost power, ability to
associated or increase hold inventory
costs benefit •24
 Six Sigma
.
• Six Sigma is a data-driven approach to quality management that aims to reduce
defects and improve quality. It was originally developed by Motorola in the
1980s and has since been adopted by many other organizations.
• The goal of Six Sigma is to identify and eliminate the root causes of defects in
business processes, using statistical analysis and problem-solving techniques.
The name "Six Sigma" comes from the statistical concept of a standard deviation,
which is a measure of the variability of a data set. In Six Sigma, a defect is
defined as anything that falls outside of six standard deviations from the mean.
• Six Sigma involves a five-step process known as DMAIC: Define, Measure,
Analyze, Improve, and Control. This process is used to identify the problem,
measure the current process performance, analyze the data to identify the root
cause of the problem, improve the process by implementing solutions, and
control the new process to ensure that the improvements are sustained.
• Six Sigma also uses a variety of tools and techniques to analyze data and solve
problems, such as Pareto charts, cause-and-effect diagrams, process maps, and
statistical process control. These tools help to identify the key factors that are
contributing to defects in the process, and to prioritize improvement efforts.
• By implementing Six Sigma, organizations can improve quality, reduce costs,
increase efficiency, and enhance customer satisfaction. Six Sigma has become
a widely adopted methodology for quality management in many industries,
including manufacturing, healthcare, finance, and service industries.
•25
 Six Sigma
. Example: A hospital has been experiencing issues with patient satisfaction scores in the
emergency department. Specifically, patients have been reporting long wait times and
dissatisfaction with the quality of care they receive.

• Define: Define the problem and identify the goal. In this case, the problem is low
patient satisfaction scores in the emergency department, and the goal is to improve
patient satisfaction.
• Measure: Measure the current process performance. The hospital would gather data on
wait times, patient feedback, and other metrics related to patient satisfaction.
• Analyze: Analyze the data to identify the root cause of the problem. Using statistical
tools like a fishbone diagram or a process map, the hospital might discover that the
long wait times are related to a bottleneck in the triage process, where patients are
initially assessed for the severity of their condition.
• Improve: Implement solutions to address the root cause of the problem. In this case,
the hospital might redesign the triage process to prioritize patients based on the
severity of their condition and allocate resources accordingly. They might also
implement additional training for triage nurses to improve their ability to assess
patient conditions accurately.
• Control: Control the new process to ensure that the improvements are sustained. The
hospital would establish procedures to monitor the new triage process and ensure that
patients continue to receive high-quality care and experience shorter wait times.

•26
 ISO 9001:2015
.
• ISO 9001:2015 is an internationally recognized standard for quality management
systems (QMS). It provides a set of requirements that organizations can use to
establish, implement, maintain, and continually improve their QMS. The standard is
based on a number of quality management principles, including customer focus,
leadership, engagement of people, process approach, improvement, evidence-based
decision making, and relationship management.
• The ISO 9001:2015 standard includes several key sections, including:
• Scope: This section defines the scope of the QMS, including the products and
services that the organization provides.
• Normative references: This section lists any other standards or regulations that
are relevant to the QMS.
• Terms and definitions: This section provides definitions for key terms and
concepts used throughout the standard.
• Context of the organization: This section requires the organization to consider the
internal and external factors that may affect the QMS, as well as the needs and
expectations of interested parties.
• Leadership: This section requires top management to demonstrate leadership and
commitment to the QMS, and to establish a quality policy and objectives.

•27
 ISO 9001:2015
.
• Planning: This section requires the organization to plan the QMS, including risk
assessment and the identification of opportunities for improvement.
• Support: This section requires the organization to provide the necessary
resources, infrastructure, and competence to support the QMS.
• Operation: This section covers the implementation of the QMS, including the
design, production, and delivery of products and services.
• Performance evaluation: This section requires the organization to monitor,
measure, and analyze the QMS, and to evaluate its effectiveness.
• Improvement: This section requires the organization to identify opportunities for
improvement and to take corrective and preventive actions when necessary.

Overall, ISO 9001:2015 provides a framework for organizations to ensure that they
consistently meet customer requirements and continuously improve their QMS.

•28
 ISO 9001:2015
.
• Planning: This section requires the organization to plan the QMS, including risk
assessment and the identification of opportunities for improvement.
• Support: This section requires the organization to provide the necessary
resources, infrastructure, and competence to support the QMS.
• Operation: This section covers the implementation of the QMS, including the
design, production, and delivery of products and services.
• Performance evaluation: This section requires the organization to monitor,
measure, and analyze the QMS, and to evaluate its effectiveness.
• Improvement: This section requires the organization to identify opportunities for
improvement and to take corrective and preventive actions when necessary.

Overall, ISO 9001:2015 provides a framework for organizations to ensure that they
consistently meet customer requirements and continuously improve their QMS.

•29
 Agile Quality Management
. Agile Quality Management is a quality management approach that is based on the Agile
methodology, which is commonly used in software development. It emphasizes a flexible
and iterative approach to quality management that allows teams to quickly respond to
changing customer requirements and market conditions.
• The Agile Quality Management approach is centered around four key principles:
• Customer satisfaction through continuous delivery of valuable software: The focus is
on delivering software that meets the customer's needs and provides value to them.
• Embrace changing requirements: The approach is flexible and allows for changes in
requirements throughout the development process.
• Working software delivered frequently: The focus is on delivering working software
in short iterations, typically two to four weeks.
• Collaborative approach: The approach emphasizes collaboration between developers,
quality assurance teams, and other stakeholders to ensure that everyone is aligned and
working towards the same goal.
• To implement Agile Quality Management, teams typically use a variety of Agile tools
and techniques, such as Scrum, Kanban, and Continuous Integration/Continuous Delivery
(CI/CD). Quality is built into the development process from the start, with a focus on
testing and quality assurance throughout the development cycle. The approach also
emphasizes continuous improvement, with regular retrospectives to identify areas for
improvement and make changes as needed.
• Overall, Agile Quality Management is a flexible and customer-focused approach to
quality management that can help teams to deliver high-quality software that meets
customer needs and expectations in a fast-paced and rapidly changing environment.

•30
 Agile Quality Management
.
• An example of how Agile Quality Management could be applied to a software
development project:
• Customer involvement: The development team works closely with the customer
to understand their requirements and priorities. This involves regular meetings,
demos, and feedback sessions to ensure that the software being developed meets
the customer's needs.
• Agile planning: The team creates a backlog of features and user stories,
prioritized based on customer feedback and business value. The team then plans
sprints, typically one to four weeks long, to deliver working software.
• Continuous testing: The development team performs automated testing and
quality assurance throughout the development cycle. This includes unit testing,
integration testing, and acceptance testing.

•31
 Agile Quality Management
.
• Continuous integration and delivery: The team uses continuous integration and
delivery (CI/CD) to ensure that code is tested and deployed frequently. This
allows for rapid feedback and quick iteration based on customer feedback.
• Retrospectives: The team holds regular retrospectives to review progress and
identify areas for improvement. This includes reviewing testing and quality
assurance processes to ensure that they are effective and efficient.
• Continuous improvement: Based on the retrospective feedback, the team makes
improvements to the development process, such as introducing new tools and
techniques, updating testing processes, or adjusting the backlog based on
customer feedback.
• By using Agile Quality Management, the development team is able to deliver
high-quality software that meets the customer's needs and expectations. The
approach allows for flexibility and adaptation to changing requirements and
emphasizes collaboration and continuous improvement.

•32
 So, What is Quality?
Quality means different things to different people and in different situations.
This list gives some of the informal definitions of quality:

• Quality is not a program; it is an approach to business.

• Quality is a collection of powerful tools and concepts that are proven to
work.
• Quality is defined by customers through their satisfaction.
• Quality includes continual improvement and breakthrough events.
• Quality tools and techniques are applicable in every aspect of business.
• Quality is aimed at perfection; anything less is an improvement opportunity.
• Quality increases customer satisfaction, reduces cycle time and costs, and
eliminates errors and rework.
• Quality is not just for businesses. It works in nonprofit organizations such as
schools, healthcare and social services, and government agencies.

•33
 Etymology of Quality
The word "quality" comes from the Latin word "qualitas," which means
"characteristic" or "attribute." The word was first used in English in the
14th century, originally to describe a person's temperament or nature. Over
time, the meaning of the word evolved to include the characteristic or
attribute of an object or product, and by the 16th century, "quality" was
commonly used to refer to the degree of excellence or worthiness of
something. Today, the concept of quality is central to many fields, including
business, manufacturing, engineering, and healthcare.

•34
 A Formal definition of Quality
• The International Organization for Standardization (ISO) defines quality as
“the degree to which a set of inherent characteristics fulfills
requirements” (ISO9000:2000), PMBOK refers to the same definition.
– This definition means that quality is measured by how well a product,
service, or result meets the needs and expectations of its
stakeholders.
– The PMBOK acknowledges that quality requirements can be
subjective and vary among stakeholders and that meeting those
requirements may involve trade-offs among project constraints such
as scope, time, and cost. Therefore, the PMBOK emphasizes the
importance of establishing clear quality requirements early in the
project and continuously monitoring and controlling quality
throughout the project life cycle.

•35
 A Formal definition of Quality
In ISO 8402 The International Organization for Standardization (ISO) defines
quality as “the totality of features and characteristics of a product or service
that bear on its ability to satisfy stated or implied needs. Not to be mistaken
for “degree of excellence” or “fitness for use” which meet only part of the
definition”.

This definition is really quite interesting, first because it is published by ISO,

and second because it specifically rebuts the definition that Joseph Juran
used throughout his career, “quality = fitness for use.”

In contrast, Philip Crosby used the definition, “quality = conformance to

specifications,” which is also narrower than ISO 8402. So here you have four
quite different definitions, and each can be successfully defended as the best
in the right situation. There probably never will be an ultimate definition of
this all-important word, as the definition is constantly evolving.
•36
 Key Concepts about Quality
1. Quality improvement is a never-ending process.
2. Top management commitment, knowledge, and active participation are
critical.
3. Management is responsible for articulating a company philosophy, goals,
measurable objectives, and a change strategy.
4. All employees in the organization need to be active participants.
5. A common language and set of procedures are important to communicate
and support the quality effort.
6. A process must be established to identify the most critical problems,
determine their causes, and find solutions.
7. Changes in company culture, roles, and responsibilities may be required.

•37
Benefits of applying Qualtiy

•38
Organizational Strategy, Project
and Quality
Organizational Strategy is the overall winning
plan, direction, goal of the company

Projects are typically undertaken to achieve

specific objectives that support the overall
organizational strategy.

Project quality is a critical factor in achieving

these objectives. High-quality projects that are
completed on time and within budget are
more likely to achieve their objectives and
contribute to the overall success of the
organization. •39
 Organizational Strategy, Project
and Quality
Alignment: Projects must be aligned with the overall organizational
strategy to ensure that they are contributing to the organization's
goals. Projects that are not aligned with the strategy may not be a
priority for the organization and may not receive the necessary
resources and support to be successful.

•40
 Organizational Strategy, Project
and Quality
Prioritization: The organization's strategy should be used to
prioritize projects based on their importance to achieving the
organization's goals. High-priority projects should receive more
attention and resources to ensure that they are completed
successfully.

•41
 Organizational Strategy, Project
and Quality
Quality standards: The organization's strategy should also define
the quality standards that projects must meet to be successful.
These standards should be clearly communicated to the project
team and incorporated into the project plan to ensure that the
project meets the necessary quality requirements.

•42
•
What Is Project Quality?
Project quality refers to the degree to which a
project meets the expectations and requirements
of stakeholders, including the customer or end-user.
It involves ensuring that the project's deliverables,
processes, and outcomes meet established
standards and specifications, as well as addressing
any potential risks and issues that may impact the
quality of the project. Project quality encompasses
several factors, such as the accuracy, completeness,
functionality, reliability, maintainability, and
usability of the project's final product or service.
Achieving project quality requires a comprehensive
quality management approach that involves
planning, controlling, monitoring, and verifying
project outcomes throughout the project lifecycle.

•43
 Project Quality Management
• Project Quality Management includes the processes
for incorporating the organization’s quality policy
regarding planning, managing, and controlling the
project and product quality requirements in order to
meet stakeholders’ objectives. Project Quality
Management also supports continuous process
improvement activities as undertaken on behalf of the
performing organization., PMBOK
• There are 3 processes involved in Quality
Management
– Plan Quality Management
– Manage Quality Management
– Control Quality Management

•44