Lecture # 04

• Plan Quality Management

• Plan Quality Data Gathering.
• Data Analysis.
• Data Representation.
• Quality Matrices.
• Customer Expectations.
• Standards, and Requirements.
• Writing Quality-Supportive Requirements.
• Requirements Matrix
• Develop the QMP using Template.

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 Plan Quality Management / Plan Quality Data Gathering
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”. —PMBOK 6th Edition.

The key benefit of this process is that it 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. The inputs and outputs of
this process are depicted in the following slides.

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Plan Quality Management / Plan Quality Data Gathering

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PLAN QUALITY MANAGEMENT
INPUTS

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 Project Management Plan Components relevant to QMP
Inputs to Plan Quality Management Organizational process assets can help
identify relevant standards, policies, and procedures and include lessons learned from
previous projects. A project manager may create additional project-specific standards
and procedures that are needed on how quality is defined for each piece of work. You
should understand that this effort could also include defining processes for how project
management activities should be done and suggesting improvements to existing
processes.
The customer's quality standards might be outlined in an agreement (contract) or need
to be discovered as part of the Collect Requirements process. Quality requirements are
documented, analyzed, and prioritized according to the requirements management plan.
Examples of such standards are the acceptable number of software bugs per module,
the strength of concrete, or the average time per installation. These measures of quality
will later be used to manage and control quality.

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 Project Management Plan Components relevant to QMP
Inputs to Plan Quality Management contd’

Management plans and documentation; that aid in quality planning include the
stakeholder engagement plan and stakeholder register, a list of the major project
deliverables (requirements management plan), risk thresholds (risk management plan),
and approval requirements (project charter). The scope baseline helps the project
manager maintain the proper perspective and plan quality to the appropriate level. The
assumption log provides insight into the level of quality that is assumed to be
acceptable on the project. The requirements traceability matrix shows the origin of
requirements related to quality and will be used to confirm that quality requirements,
including external compliance requirements, have been achieved.

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 Project Management Plan Components relevant to QMP
• The project charter provides the high-level project description and product
characteristics. It also contains the project approval requirements,
measurable project objectives, and related success criteria that will
influence the quality management of the project.

• Requirements management plan. The requirements management plan

provides the approach for identifying, analyzing, and managing the
requirements that the quality management plan and quality metrics will
reference.

• Risk management plan. The risk management plan provides the approach
for identifying, analyzing, and monitoring risks. The information in the risk
management plan and quality management plan work together to
successfully deliver product and project success.

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 Project Management Plan Components relevant to QMP
• Stakeholder engagement plan. The stakeholder engagement plan
provides the method for documenting the stakeholders’ needs and
expectations that provide the foundation for quality management.

• Scope baseline. The WBS along with the deliverables documented in the
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 review. The scope
statement includes the acceptance criteria for the deliverables. The
definition of acceptance criteria may significantly increase or decrease
quality costs and, therefore, project costs. Satisfying all acceptance criteria
implies the needs of the stakeholders have been met.

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 Project Documents Relevant to QMP
• Assumption log. The assumption log has all the assumptions and
constraints regarding quality requirements and standard compliance.

• Requirements documentation. Requirements documentation captures the

requirements that the project and product should attain to meet stakeholder
expectations. The components of the requirements documentation include
but are not limited to project and product quality requirements.
Requirements are used by the project team to help plan how quality control
will be implemented on the project.

• Requirements traceability matrix. The requirements traceability matrix

links product requirements to deliverables and helps to ensure each
requirement in the requirements documentation is tested. The matrix
provides an overview of the tests required to verify the requirements.

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 Project Documents Relevant to QMP
• Risk register. The risk register contains information on threats and
opportunities that may impact quality requirements.

• Stakeholder register. The stakeholder register helps to identify

stakeholders who have a particular interest in or impact on quality, with the
emphasis on the customer and project sponsor needs and expectations.

ENTERPRISE ENVIRONMENTAL FACTORS

The enterprise environmental factors that can influence the Plan Quality
Management process include but are not limited to:
• Governmental agency regulations;
• Rules, standards, and guidelines specific to the application area;
• Geographic distribution;
• Organizational structure;
• Marketplace conditions;
• Working or operating conditions of the project or its deliverables; and
• Cultural perceptions.
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 Project Documents Relevant to QMP
ORGANIZATIONAL PROCESS ASSETS
The organizational process assets that can influence the Plan Quality
Management process include but are not limited to:

• Organizational quality management system including policies, procedures,

and guidelines.
• Quality templates such as check sheets, traceability matrix, and others; and
• Historical databases and lessons learned repository.

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PLAN QUALITY MANAGEMENT
TOOLS AND TECHNIQUES

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 QMP Tools and Techniques
EXPERT JUDGEMENT
Expertise should be considered from individuals or groups with specialized
knowledge or training in the following topics:
• Quality assurance
• Quality control
• Quality measurements
• Quality improvements
• Quality systems.
1. ISO 9001 -
2. Six Sigma -
3. Lean Manufacturing -
4. Total Quality Management (TQM) -
5. Certified Quality Engineer (CQE) -
6. Certified Six Sigma Black Belt (CSSBB) -
7. Certified Manager of Quality/Organizational Excellence (CMQ/OE) -
8. International Register of Certified Auditors (IRCA) -
9. American Society for Quality (ASQ) Certified Quality Auditor (CQA) -
10. International Automotive Task Force (IATF) 16949 -
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 QMP Tools and Techniques
EXPERT JUDGEMENT
Expertise should be considered from individuals or groups with specialized
knowledge or training in the following topics:
• Quality assurance
• Quality control
• Quality measurements
• Quality improvements
• Quality systems.
1. ISO 9001 -
2. Six Sigma -
3. Lean Manufacturing -
4. Total Quality Management (TQM) -
5. Certified Quality Engineer (CQE) -
6. Certified Six Sigma Black Belt (CSSBB) -
7. Certified Manager of Quality/Organizational Excellence (CMQ/OE) -
8. International Register of Certified Auditors (IRCA) -
9. American Society for Quality (ASQ) Certified Quality Auditor (CQA) -
10. International Automotive Task Force (IATF) 16949 -
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 QMP Tools and Techniques
BRAINSTORMING:
Brainstorming: Be careful here-many people think brainstorming is just a meeting
where people discuss ideas but it is more than that. The purpose of brainstorming is not
so much to get individuals to share their thoughts on a topic as it is to encourage
participants to build on each other's ideas. One person mentions an idea to solve a
problem or, in this case, PLAN QUALITY. That idea generates an idea from another
participant, which leads to yet another idea, and so on. The results of brainstorming
sessions vary depending on the participants. It can be highly beneficial to include
people with different perspectives or backgrounds. The participants may be internal or
external to the project and/ or the organization. After all the ideas have been captured,
the group can evaluate and rank them using the nominal group technique or
multicriteria decision analysis.

“This technique is used to identify a list of ideas in a short period of time. It is

conducted in a group environment and is led by a facilitator. Brainstorming
comprises two parts: idea generation and analysis. Brainstorming can be used
to gather data and solutions or ideas from stakeholders, subject matter experts,
and team members when developing the project charter.”—PMBOK

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INTERVIEWS:

This technique may also be referred to as expert interviews. The team or project
manager interviews project stakeholders to elicit their requirements for a specific
element of the product or project work, or for the overall project. These interviews can
take place between two individuals or in group settings. Interviews can also be
conducted via email or phone, or by using virtual collaboration tools.

“An interview is a formal or informal approach to elicit information from

stakeholders by talking to them directly. It is typically performed by asking
prepared and spontaneous questions and recording the responses. Interviews
are often conducted on an individual basis between an interviewer and an
interviewee, but may involve multiple interviewers and/or multiple interviewees.
Interviewing experienced project participants, sponsors, other executives, and
subject matter experts can aid in identifying and defining the features and
functions of the desired product deliverables. Interviews are also useful for
obtaining confidential information.”—PMBOK

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BENCHMARKING:

Another way to help identify and define requirements is to look at what the competition
is doing. Benchmarking focuses on measuring an organization's performance against
that of other organizations in the same industry. There are limitations to this technique,
however. Benchmarking can be very time-consuming and costly. It may also inhibit the
team's creativity because the focus is on studying solutions that have been used
elsewhere, rather than on developing new, innovative ideas.

“Benchmarking involves comparing actual or planned project practices or the

project’s quality standards to those of comparable projects to identify best
practices, generate ideas for improvement, and provide a basis for measuring
performance. Benchmarked projects may exist within the performing
organization or outside of it or can be within the same application area or other
application area. Benchmarking allows for analogies from projects in a different
application area or different industries to be made”.—PMBOK

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 QMP Tools and Techniques
Cost-Benefit Analysis

Using this data analysis technique, the project manager analyzes the benefits versus the
costs of quality efforts to determine the appropriate quality level and requirements for
the project. As noted in the "Integration" chapter, this technique can also be used in
project selection and in other planning efforts1 including assessing the costs and
benefits of potential risk responses. The exam will test your knowledge about the
effects of quality efforts, or the lack thereof. Note that if you have poor quality, you
might also have increased costs, decreased profits, low morale, low customer
satisfaction, increased risk, and rework. These possibilities make the cost-benefit
analysis and cost of quality important tools for consideration.

“Cost-benefit analysis. A cost-benefit analysis is a financial analysis tool used to estimate the
strengths and weaknesses of alternatives in order to determine the best alternative in terms of the
benefits provided. A cost-benefit analysis will help the project manager determine if the planned quality
activities are cost-effective. The primary benefits of meeting quality requirements include less rework,
higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability. A cost-
benefit analysis for each quality activity compares the cost of the quality step to the expected benefit.”
—PMBOK

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Cost-Benefit Analysis Example

Question:
As a project manager, you believe the installation of a new hardware will improve the
quality of the software development project. Vendor A offers a hardware installation
service at a cost of $50,000, while Vendor B offers a similar service at a cost of
$60,000. You estimate that Vendor A's service will take 20 weeks to complete, while
Vendor B's service will take 15 weeks. Your project timeline is critical, the penalties on
the project will result in a loss of $5,000 per week. Use cost-benefit analysis to
determine which vendor you should select?

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Solution:
To determine which vendor to select, we need to compare the costs and benefits of
each option.
Vendor A: Vendor B:
Cost: $50,000 Cost: $60,000
Duration: 20 weeks Duration: 15 weeks
Delay penalty (if any): $0 Delay penalty (if any): $0

Opportunity cost of delayed project Opportunity cost of delayed project

completion: $5,000 x 20 weeks = completion: $5,000 x 15 weeks = $75,000
$100,000
Total cost (including opportunity cost):
Total cost (including opportunity cost): $60,000 + $75,000 = $135,000
$50,000 + $100,000 = $150,000

It is clear that Vendor B is the better choice. Although their service is more expensive
up front, their faster completion time results in a lower opportunity cost of delayed
project completion, ultimately making their service the more cost-effective option.
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Therefore, you should select Vendor B for the software development project
 QMP Tools and Techniques
Marginal Analysis

Marginal analysis is an examination of the additional benefits of an activity compared

to the additional costs incurred by that same activity. Companies use marginal
analysis as a decision-making tool to help them maximize their potential profits.
Marginal refers to the focus on the cost or benefit of the next unit or individual, for
example, the cost to produce one more widget or the profit earned by adding one
more worker.

NET BENEFITS = TOTAL BENEFITS – TOTAL COSTS

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Marginal Analysis

From a microeconomic standpoint, marginal analysis can also relate to observing the
effects of small changes within the standard operating procedure or total outputs.
For example, a business may attempt to increase output by 1% and analyze the
positive and negative effects that occur because of the change, such as changes in
overall product quality or how the change impacts the use of resources. If the results
of the change are positive, the business may choose to raise production by 1% again,
and re-examine the results. These small shifts and the associated changes can help a
production facility determine an optimal production rate.

Managers should also understand the concept of opportunity cost. Suppose a

manager knows that there is room in the budget to hire an additional worker.
Marginal analysis tells the manager that an additional factory worker provides net
marginal benefit. This does not necessarily make the hire the right decision.

Suppose the manager also knows that hiring an additional salesperson yields an even
larger net marginal benefit. In this case, hiring a factory worker is the wrong decision
because it is sub-optimal.
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Marginal Analysis

For example, consider a Data analysis company. They receive large amount of data
from various clients and have to perform analysis on each data set. Consider that they
spend $10,000 dollars of fixed costs per month on salary and office expenses. The
current computing machines can analyze 1GB of data daily at a cost of $20 per
machine (10 machines). The project manager has the option of installing new
computing machines which will perform 25% faster and improve the process. What
decision he should make?

Monthly fixed cost: $10000

Monthly Variable cost: $20 * 10 * 22 = $4400
Monthly cost of new machines: $4400/1.25 = $3520
Total cost option 1: $14400
Total cost option 2: $13520
Marginal cost reduction: $880

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 QMP Tools and Techniques
Marginal Analysis

• Marginal analysis is an examination of the additional benefits of an activity

compared to the additional costs incurred by that same activity.
• Marginal refers to the focus on the cost or benefit of the next unit or individual, for
example, the cost to produce one more widget or the profit earned by adding one
more worker.
• Companies use marginal analysis as a decision-making tool to help them maximize
their potential profits.
• When a manufacturer wishes to expand its operations, either by adding new
product lines or increasing the volume of goods produced from the current
product line, a marginal analysis of the costs and benefits is necessary.
• The primary takeaway of marginal analysis is to operate until marginal benefit
equals marginal cost; this is often the most efficient use of resources.

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 QMP Tools and Techniques
Decision Making
An important aspect of planning is determining priorities and choosing between
options. For planning, key decisions might include selecting the most critical metrics or
prioritizing quality requirements. Decision-making tools and techniques for planning
quality include multicriteria decision analysis and prioritization matrices.

“Multicriteria decision analysis. A technique that uses a decision matrix to

provide a systematic analytical approach for establishing criteria, such as risk
levels, uncertainty, and valuation, to evaluate and rank many ideas.”—PMBOK

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Decision Making

In the context of Project Management Body of Knowledge (PMBOK), decision-making

refers to the process of identifying and choosing the best course of action among
various alternatives to achieve the project objectives. The PMBOK guides decision-
making as a process that involves the following steps:

1. Identify the problem or opportunity: The first step is to recognize the need for a
decision, which may be triggered by an issue, opportunity, or a change request.

2. Gather information: The second step is to collect data and information relevant to
the decision, including constraints, assumptions, risks, and stakeholder concerns.

3. Analyze options: The third step is to evaluate alternative solutions or courses of

action based on the collected information and criteria established by the project
team.

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 QMP Tools and Techniques
Decision Making

4. Select a course of action: The fourth step is to make a decision and choose the best
option based on the analysis conducted.

5. Implement the decision: The fifth step is to execute the chosen solution, which may
involve developing plans, allocating resources, and communicating the decision to
stakeholders.

6. Monitor and evaluate the decision: The final step is to monitor the implementation
of the decision and evaluate its effectiveness, which may require making adjustments
to the decision or taking corrective actions if necessary.

Effective decision-making is a critical skill for project managers, as it can have a

significant impact on the success of a project. One of the most popular techniques for
multi-criteria decision analysis is the Weighted Sum model. Other more advanced
techniques are also available.

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 QMP Tools and Techniques
Weighted Sum Model
The Weighted Sum Method is a multi-criterion decision-making method in which
there will be multiple alternatives and we have to determine the best alternative
based on multiple criteria. Let’s understand the Weighted Sum Method works with an
example.

Consider a case where we have to select the best Computing Machine to improve our
productivity from a list of 5 machines. Table 1 consists of the details of 5 Machines
which includes their performance rating, their price, their annual Maintenance Cost
and the country of origin.
Attribute RATING COST Maintenance COUNTRY
Machine A 9 12000 800Japan

Machine B 7.6 8500 1000China

Machine C 8.2 9500 1200China

Machine D 8.5 10000 1600USA

Machine E 9.3 14000 900Germany

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 QMP Tools and Techniques
Weighted Sum Model
First we convert non-numeric subjective components in to numeric value and decide
upon the weightage of each trait.
JAPAN 4
CHINA 2
GERMANY 4
USA 3

Attribute RATING COST Maintenance COUNTRY

Weight 0.2 0.4 0.2 0.2

Machine A 9 12000 800 4

Machine B 7.6 8500 1000 2

Machine C 8.2 9500 1200 2

Machine D 8.5 10000 1600 3

Machine E 9.3 14000 900 4

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Weighted Sum Model
As we can see in these scenarios no one variable is comparable. To compare them we
have to normalize these elements. Here we should notice that some attributes are
beneficial and some are nonbeneficial. To maximize the effectiveness of most
beneficial component e.g Machine E has a rating of 9.3 every Item in the column is
divided by 9.3m. Conversely, the higher cost of the machine is a non-beneficial trait so
we identify the lowest-cost machine and divide that by the cost of the machine. This
will give a factor of 1.0 for the machine which costs less and less than 1 for machines
that cost more.
Attribute RATING COST Maintenance COUNTRY
Weight 0.2 0.4 0.2 0.2

Machine A 0.97 0.71 1.00 1.00

Machine B 0.82 1.00 0.80 0.50
Machine C 0.88 0.89 0.67 0.50
Machine D 0.91 0.85 0.50 0.75
Machine E 1.00 0.61 0.89 1.00
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 QMP Tools and Techniques
Weighted Sum Model
Now we multiply each score with the weight and add to find the total score and
ranking.

Attribute RATING COST Maintenance COUNTRY Total Score Rank

Weight 0.2 0.4 0.2 0.2

Machine A
0.19 0.28 0.20 0.20 0.88 1
Machine B
0.16 0.40 0.16 0.10 0.82 2
Machine C
0.18 0.36 0.13 0.10 0.77 3
Machine D
0.18 0.34 0.10 0.15 0.77 3
Machine E
0.20 0.24 0.18 0.20 0.82 2

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QMP Tools and Techniques

DATA REPRESENTATION

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Mind Mapping

Described in Section 5.2.2.3. Mind mapping is a diagrammatic method used to

visually organizing information. A mind map in quality is often created around a
single quality concept, drawn as an image in the center of a blank landscape
page, to which associated representations of ideas such as images, words, and
parts of words are added. The mind-mapping technique may help in the rapid
gathering of project quality requirements, constraints, dependencies, and
relationships.

“Mind mapping. Mind mapping consolidates ideas created through

individual brainstorming sessions into a single map to reflect commonality
and differences in understanding and to generate new ideas.” —PMBOK
5.2.2.5

The purpose of an interrelationship digram is to help people discover, visualize,

and communicate high-level sequential and/or cause-and-effect relationships.

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Applications
Constructing a mind map is best addressed in a team environment, so as to
capture a diversity of perspectives regarding sequences, effects, and causes.
Typical starting points include effects or symptoms, both undesirable as well as
desirable. Logical development from these effects back to potential causes is
common to most relations diagramming efforts. Clustering and sequencing of
causes are common to all inter-relations digraphs. Boxes, circles, ovals, loops,
and directional arrows are used to depict cause-to-effect flows. In general, the
mind map helps us identify and isolate relevant causal factors concerning a
situation—problem or opportunity. Ultimately it helps us understand and
communicate the essence of causal or sequential relationships regarding a
situation in our physical and/or social environments. It is a graphical aid in
basic problem–opportunity/cause–effect discovery and relationship
determination and expression, which helps us to identify and relate basic
causal factors, express basic causal sequences, introduce assertions and assess
or project resulting effects, and communicate critical relationships.

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Mechanics
The mechanics of constructing a interrelationship diagraph generally follow
the same lines as in the affinity diagram, but extend the affinity diagramming
process into cause–effect and/or sequential ordering, generally indicated by
arrows that connect the “boxes” or statements.

1. Identify a general situation.

2. Collect facts, opinions, and ideas.
3. Express and enter the data/information in a common format.
4. Identify the groups/clusters.
5. Cluster the data/information pieces.
6. Identify relations/sequences.
7. Repeat steps 4, 5, and 6 to form supergroups/clusters.
8. Present the results.

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Flowcharts.

Flowcharts are also referred to as process maps because they 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. Flowcharts show the
activities, decision points, branching loops, parallel paths, and the overall order
of processing by mapping the operational details of procedures that exist within
a horizontal value chain. One version of a value chain, known as a SIPOC
(suppliers, inputs, process, outputs, and customers) model. Flowcharts may
prove useful in understanding and estimating the cost of quality for a process.
Information is obtained by using the workflow branching logic and associated
relative frequencies to estimate the expected monetary value for the
conformance and nonconformance work required to deliver the expected
conforming output. When flowcharts are used to represent the steps in a
process, they are sometimes called process flows or process flow diagrams
and they can be used for process improvement as well as identifying where
quality defects can occur or where to incorporate quality checks.

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SIPOC DIAGRAMS in Flowcharts
SIPOC is an acronym for:
• Suppliers. Those who provide inputs to the process including materials,
resources, services, information, and so on.
• Inputs. Materials, services, resources, information, and so on.
• Process. Process description and listing of all key process steps.
• Outputs. Products, information, services, and so on.
• Customers. Those who receive the outputs. Customers may be internal or
external.

The SIPOC diagram is a high-level process map used to identify the important
aspects of the current process such as the process outputs and customers in
order to capture the voice of the customer. It is a useful tool in the early stages of
the DMAIC process to determine the critical-to-quality factors.

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FABRIC DESIGN STITCHING SHIRTS MEN
FORMAL WEAR
FOR MEN

COTTON CUSTOMER FEEDBACK

POLYESTER DESIGNS FROM MACHINES REQUD NO OF ITEMS RETURNED
SIZE LIST DESIGNERS ELECTRICITY
NO OF FAULTY FABRIC WORKER QUALITY
NO OF FAULTY SHIRTS

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Logical Data Models.
Logical data models are a visual representation of an organization’s data,
described in business language and independent of any specific technology.
The logical data model can be used to identify where data integrity or other
quality issues can arise. These models are generally described in form of
process maps.

Application
Process flowcharts are used to map processes at any level of detail. Gross-
level
maps are useful in high-level planning work, while minute-level maps are useful
in process control work. A flowchart depicts process flow by using a sequence
of symbols and words to represent process flow components—all connected
with directional line/arrows to indicate flow paths. A wide variety of processes
are charted, and hence a wide variety of symbols are used. In some cases,
simple box or rectangular symbols are used that are self-descriptive or
annotated near the symbol. In other cases, the symbols are iconic in the sense
that the symbol shape is indicative of the process element. Usually, a legend is
provided to define specialized symbols. Typically, the more focused the
flowchart, the more specialized the symbols.
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Logical Data Models.

Application
Process mapping is performed by teams and individuals—operators,
technicians, engineers, specialists, and/or managers. Diverse perspectives are
gained through process mapping when an interdisciplinary team is involved
with the mapping.

Mechanics
We map processes to help us understand how processes work, or how they
are expected to work. Process flow mapping usually involves several steps.

1. Establish flowchart/map purpose. Initially, we clearly state the purpose for

our charting efforts. This purpose will dictate the level of detail we need in our
map.
2. Define map boundaries. We determine the starting and ending points for the
mapping effort, relative to purpose and necessary observations.

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Logical Data Models.

Mechanics
3. Observe process. Next, provided the process is in operation, direct process
observation/experience is necessary to develop the process map. We may also
observe/map processes in other organizations through benchmarking activities.

4. Establish gross process flow. Here we develop/chart a process overview,

depicting the production system or process in terms of major components, for
example, processes or subprocesses, respectively.

5. Develop map details. Once we have obtained and captured the general
essence of the process flow, we focus on details, cascading the level of detail
down to the point where it is compatible with our purpose. Details are
sequenced to represent the order/position that they occupy in the actual
process.

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Logical Data Models.

Mechanics
6. Check for validity/completeness. Finally, we move from level to level in our
maps—we examine our maps for validity and completeness. Validity checks
typically involve map review as to accuracy of inputs, transformation, output,
and sequence. Completeness extends to the level of detail within the target
process as well as interactions with
other processes.

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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.

The purpose of a matrix diagram is to help people discover, visualize, and

communicate relationships within a single set of factors or between two or more
sets of factors.

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Matrix diagrams application

A matrix diagram typically is used to display relationships between two sets of

characteristics or factors. However, it can be used to display interrelationships
within one set of characteristics or factors. The typical layout is a two-
dimensional matrix with the vertical dimension used to lay out one set of
factors and the horizontal dimension used to lay out the other set. In the case of
displaying interrelationships within one set of factors, the same factors are laid
out in both the horizontal and vertical dimensions. We typically identify and
document relationships within each set and between the two sets at
intersection points in our graphic.

The concept of a matrix diagram is relatively simple—essentially, we develop it

to help us relate sets of factors or characteristics, usually in a qualitative
fashion. The actual development of a matrix diagram, however, is rather
involved in terms of defining level of detail, completeness, and association.
Quantification and prioritization are addressed in the Prioritization Matrices
section.

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Matrix diagrams application

In quality-related work, a primary application of the matrix diagram is to relate

customer needs, demands, and expectations in the customer’s language to
technical characteristics of the product/process, expressed in the producer’s
language. Next Figure illustrates this particular application of a matrix
diagram.
This illustration contains interrelationships in the triangular appendages at the
left side and the top of the matrix. Here, we use “+” and “–” symbols to
represent positive and negative relationships, respectively. We use the bull’s-
eye, open circle, and triangle symbols to represent very strong, strong, and
weak relationships between the characteristics of the two sets, respectively. In
this particular matrix diagram, we have included customer needs, demands,
and expectations, technical definition characteristics, and competitor
characteristics together.
Matrix diagrams differ in scope and detail, as well as layout format. See
Mizuno (1988), Akao (1990), Day (1993), and Kolarik (1995, 1999), for details
regarding the matrix diagram in general and specific quality function
deployment (QFD) applications in particular.

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 QMP Tools and Techniques
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. The tests and inspections are industry
dependent and can include, for example, alpha and beta tests in software
projects, strength tests in construction projects, inspection in manufacturing,
and field tests and non-destructive tests in engineering.

Test and Inspection Planning Planning quality in includes determining how the
team will confirm that the required level of quality has been achieved in the
completed project deliverables, as well as how the deliverables will be
evaluated for performance and reliability. Testing methods, which vary
depending upon the type of product, service, or result being created by the
project, are used to control quality. The quality management plan is created to
prevent quality issues.

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 QMP Tools and Techniques
TEST AND INSPECTION PLANNING
Identify Test and Inspection Requirements: The project manager should identify
the requirements for testing and inspection activities, including the specific
deliverables and processes that need to be tested. This involves reviewing the
project scope, objectives, and stakeholder expectations.

Develop Test and Inspection Plan: Based on the requirements, the project manager
should develop a test and inspection plan that outlines the approach, scope,
resources, and schedule for conducting the activities. The plan should also specify
the testing methods and tools that will be used.

Define Acceptance Criteria: The project manager should define acceptance criteria
that specify the minimum standards that the project deliverables must meet to be
considered acceptable. This criteria is usually defined in collaboration with the
project stakeholders.

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 QMP Tools and Techniques
TEST AND INSPECTION PLANNING
Assign Roles and Responsibilities: The project manager should assign roles and
responsibilities for each testing and inspection activity. This includes identifying
the testers, inspectors, and subject matter experts who will be responsible for
executing and verifying the tests.

Develop Test and Inspection Procedures: The project manager should develop
detailed procedures for conducting each testing and inspection activity. These
procedures should specify the steps, tools, and techniques that will be used to
verify the project deliverables.

Conduct Tests and Inspections: Once the plan, criteria, procedures, and roles have
been defined, the project team can start conducting tests and inspections. The
results of these activities should be documented and reported to the project
stakeholders.

Monitor and Control Test and Inspection Activities: Throughout the project, the
project manager should monitor and control the testing and inspection activities
to ensure that they are conducted effectively and efficiently. Any issues or
deviations from the plan should be addressed promptly to prevent delays or
quality issues
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 QMP Tools and Techniques
MEETINGS

Project teams may hold planning meetings to develop the quality management
plan. Attendees can include the project manager, the project sponsor, selected
project team members, selected stakeholders, anyone with responsibility for
project quality management activities, and others as needed.

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PLAN QUALITY MANAGEMENT
OUTPUTS

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 QMP OUTPUTS
QUALITY MANAGEMENT PLAN
The objectives of the Plan Quality Management process are to identify all relevant
organizational or industry practices, standards, and requirements for the quality of the
project and its product, and then to plan how to meet those standards and requirements.
The main outcome of this process is a quality management plan.
The level of quality efforts should be appropriate to the needs of the project and quality
must be balanced with the other project constraints. In many organizations, practices
are not standardized. If this is true on your projects, take some time now to imagine
what standardized practices would be ideal for your projects and how they might be
helpful to you. Standardization can come from within the organisation or from an
external resource. The performing organization or the project may adopt these practices
as they apply to the work of the project. As part of planning quality management, the
project manager needs to look for any such standards that will help the project achieve
the required level of quality. Other available external standards include IS0, OSHA, and
the United Nations Convention on Contracts for International Sale of Goods (CISG)-7.
As an example, a construction company could establish a standardized practice for
installations on home construction projects. Imagine all the installers within that
organization putting together their best ideas to improve the installation work on future
projects. That would be a valuable effort that could improve quality and safety while
saving time and money.
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 QMP OUTPUTS
OUTCOMES OF PLAN QUALITY MANAGEMENT
Remember that the purpose of planning quality management is to determine what
quality is for a particular project and to create a plan to deliver that level of quality.
Most quality management plans include the standard practices already discussed, along
with who will help lead the quality management effort, what their duties are and what
processes they will follow. Meetings to hold, reports, and metrics that will be used are
included, along with what parts of the project or deliverables will be measured and at
what intervals. Strategies for analysis and improvement of processes and procedures
are included in the quality management plan. Throughout PMBOK, there is an
underlying theme that the project manager must know how the project is performing
compared to what was planned and be able to determine when to request changes. The
only way to effectively do this is to determine metrics in advance and (in most cases)
decide what range of variation is acceptable. The following are some examples of
quality metrics:

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 QMP OUTPUTS
OUTCOMES OF PLAN QUALITY MANAGEMENT

QUALITY MANAGEMENT PLAN

The quality management plan is a component of the project management plan that
describes how applicable policies, procedures, and guidelines will be implemented to
achieve the quality objectives. It describes the activities and resources necessary for the
project management team to achieve the quality objectives set for the project. The
quality management plan may be formal or informal, detailed, or broadly framed. The
style and detail of the quality management plan are determined by the requirements of
the project. The 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 a sharper focus on the project’s value proposition, reductions in costs, and less
frequent schedule overruns that are caused by rework.

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 QMP OUTPUTS
QUALITY MANAGEMENT PLAN
The quality management plan may include but is not limited to the following
components:

• Quality standards that will be used by the project;

• Quality objectives of the project;
• Quality roles and responsibilities;
• Project deliverables and processes subject to quality review;
• Quality control and quality management activities planned for the project;
• Quality tools that will be used for the project; and
• Major procedures relevant for the project, such as dealing with the
nonconformance, corrective actions procedures, and continuous improvement
procedures.

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 QMP OUTPUTS
QUALITY METRICS

A quality metric specifically describes a project or product attribute and how the
Control Quality process will verify compliance to it. Some examples of quality metrics
include percentage of tasks completed on time, cost performance measured by CPI,
failure rate, number of defects identified per day, total downtime per month, errors
found per line of code, customer satisfaction scores, and percentage of requirements
covered by the test plan as a measure of test coverage.

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 QMP OUTPUTS
PROJECT MANAGEMENT PLAN UPDATES

Any change to the project management plan goes through the organization’s change
control process via a change request. Components that may require a change request for
the project management plan include but are not limited to:

Risk management plan. Decisions on the quality management approach may require
changes to the agreed-upon approach to managing risk on the project, and these will be
recorded in the risk management plan.

Scope baseline. The scope baseline may change as a result of this process if specific
quality management activities need to be added. The WBS dictionary also records
quality requirements,
which may need updating.

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 QMP OUTPUTS
PROJECT DOCUMENTS UPDATES

Project documents that may be updated as a result of carrying out this process include
but are not limited to:

Lessons learned register. The lessons learned register is updated with information on
challenges encountered in the quality planning process.

Requirements traceability matrix. Where quality requirements are specified by this

process, they are recorded in the requirements traceability matrix.

Risk register. New risks identified during this process are recorded in the risk register
and managed using the risk management processes.

Stakeholder register. Where additional information on existing or new stakeholders is

gathered as a result of this process, it is recorded in the stakeholder register.

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 QMP TEMPLATE
Quality Management Plan
The quality management plan is a component of the project management plan. It
describes how applicable policies, procedures, and guidelines will be implemented to
achieve the quality objectives for the project. Information in the quality management
plan can include:

• Quality standards that will be used on the project

• Quality objectives
• Quality roles and responsibilities
• Deliverables and processes subject to quality review
• Quality control and quality management activities for the project
• Quality procedures applicable for the project

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 QMP TEMPLATE
The quality management plan can receive information from:
• Project charter
• Assumption log
• Stakeholder register
• Requirements management plan
• Risk management plan
• Stakeholder engagement plan
• Scope baseline
• Requirements documentation
• Requirements traceability matrix
• Risk register

It provides information to:

• Scope management plan
• Cost estimates
• Resource management plan
• Risk register
• Procurement documents (RFP, RFQ)

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 QMP TEMPLATE
Tailoring Tips
Consider the following tips to help tailor the quality management plan to meet your
needs:

• On smaller projects quality, requirements, and scope are often handled as a single
aspect, whereas in larger projects they are separated out and may have distinct roles and
responsibilities for each aspect.
• In many industries there are specific standards that must be adhered to. Your quality
management plan may reference these by citing specific regulations, or they may be
integrated into organizational policies and procedures.
• Quality management planning must be consistent with your organization’s quality
policies, processes, and procedures.

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 QMP TEMPLATE
Alignment
The quality management plan should be aligned and consistent with the following
documents:
• Project charter
• Scope management plan
• Requirements management plan
• Resource management plan
• Procurement documents (RFP, RFQ, etc.)

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Elements of a Quality Management Plan

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 QUALITY METRICS TEMPLATE
Quality Metrics
Quality metrics provide specific detailed measurements about a project or product
attribute, and how it should be measured to verify compliance. Metrics are consulted in
the manage quality process to ensure that the processes used will meet the metric. The
deliverables or processes are measured in the control quality phase and compared to the
metric to determine if the result is acceptable or if corrective action or rework is required.

Quality metrics can receive information from:

• Project management plan
• Requirements documentation
• Stakeholder register

Quality metrics are an output from process 8.1 Plan Quality Management in the PMBOK.
They are generally determined as the requirements are developed. If requirements are
stable, they will be developed once. If requirements are evolving or changing, they will
evolve and change as well.

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 QUALITY METRICS TEMPLATE
Tailoring Tips
Consider the following tips to help tailor the quality metrics to meet your needs:

• On smaller projects quality metrics, requirements, and specifications are considered the
same thing. Different industries may use the term “specifications” rather than “metrics.”

• In many industries there are specific standards that include metrics. These must be
adhered to in your project. Your quality management plan may reference these by citing
specific regulations, or they may be integrated into organizational policies and
procedures.

Alignment
The quality metrics should be aligned and consistent with the following documents:
• Requirements documentation
• Quality management plan

Description
You can use the element descriptions in Table to assist you in documenting quality
metrics.
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 QUALITY METRICS TEMPLATE

Document Element Description

ID Unique identifier. This can be the WBS ID or activity ID

number.
Item Describe the attribute to be measured.

Metric The specific, quantifiable measurement

Measurement method The method of measuring, including any equipment or

procedures

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