Dr.

Jana Jagodick Polytechnic of

Namibia, 2012
Project Management
Chapter 9
Project Quality Management
Project quality management

Dr. Jana Jagodick Polytechnic of

• Understand the Quality Management Cycle
• Understand the stages in Quality Management

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• Identify and explain quality management models & tools
• Look at how it applies to projects
Project quality management

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Project management is dependent on 3 variables

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time

cost
quality
 What does ‘quality’ mean?

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• Fit for purpose

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• Meeting or exceeding customer
expectations……
• Ability of a product or service to satisfy
given needs
• Right needs at the right time in
the right ways
 In a project management context?

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All 3 components must be considered and met…
• Customer quality – does the product or service
give customers what they want (as measured by

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outcomes for service users – e.g. satisfaction
surveys etc

• Professional quality – does the service meet

customer need as defined by professionals (as per
procedures and standards)

• Process quality – do the design and operation of

the service process use resources in the most
efficient way to meet customer requirements
Quality Management includes:

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 Performance- doing the work & results
achieved

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 Economy – measurement and regulation
of inputs
 Efficiency – doing things right
 Effectiveness – doing the right things
 Benchmarking - comparisons
Quality Management Cycle

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quality design and specification
3 integrated

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stages of quality
management
In order to
achieve these
stages,
approaches
such as TQM or
continuous organising
quality
improvement assessment for quality
can be used
 Evolution of Quality Management

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Quality Quality Quality

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Inspection control assurance management

1980s 1990s 2000s

Measure Sample, Right first Build in

100%, detecting time – aim quality to the
detect & and to ‘build in’ process &
remove correct quality continuously
improve
uality Movement Gurus

Dr. Jana Jagodick Polytechnic of

Namibia, 2012
Joseph Juran Genichi Taguchi Phil Crosby
W Edwards Deming
-the pioneer Together they shifted the view
that quality is something you
check at the end to something
that is an integral part of the
process
eming’s 14 points for quality management

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1.create constancy of purpose for continual improvement of
products/services

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2.adopt the new philosophy for economic stability
3.stop dependence on inspection for quality
4.stop awarding business on the basis of price alone, work
with a single supplier
5.improve continuously every process for planning,
production and service
6.institute training on the job
7.adopt and implement modern methods of supervision and
leadership
eming’s 14 points for quality management

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8. eliminate fear
9. break down barriers between departments and

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individuals
10. eliminate slogans, exhortations and targets
11. eliminate numerical quotas for the workforce and
numerical goals for management
12. remove barriers that prevent workmanship and eliminate
rating and merit systems
13. institute a programme for education and self-
improvement for everyone
14. put everyone to work to accomplish the transformation
anaging Quality in Projects

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• The PM must communicate goals, make processes and resources
available which prioritise quality

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• The project outcome must satisfy the needs for which it was
undertaken and that includes product and process quality
• Quality must be integrated into the planning process by setting
performance expectations and goals for individual team members
• Set performance indicators to which measurable standards are
attached - standards represent minimum requirements.
• Procedures defined must meet the needs of the project and its
customers for effective and efficient delivery of product or services
us these 3 things……..

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• Ensure that projects are monitored continually.
Monitoring entails measuring performance

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consistently and providing ongoing feedback to
team members on their progress towards reaching
project milestones.
• Unacceptable performance can be identified and
the problem can be addressed at an early stage -
before it is too late!
• Planned progress meetings can be used to
evaluate team members’ performance. The team
members’ performance is rated against the
standards set, as set out in the organisations
performance appraisal system.
lity management tools

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• ISO 9000-9004

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• Business Excellence Framework (BAQF)
• European Foundation for Quality Management
(EFQM)
• Customer service standards and citizens’ charters
• Quality Awards
• Learning organisation (self-assessment)
• Total Quality Management (TQM)
• The Balanced Scorecard
management culture

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• A quality culture is essential to penetrate the whole

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organisation/team
• empower their workforce to take decisions
• hold them responsible for the results
• reward their performance
• Incentive schemes are used to motivate and bonuses are based on
corporate success
y Quiz

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Quality in projects should focus on
A. fitness for purpose?

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B. responsiveness to customer needs?
C. conformance to project specification?

Project managers should focus on

A. the integration of quality into project planning?
B. monitoring systems?
C. measuring performance?
y Quiz

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Which of these aspects of quality is most important in a project?
A. Customer quality – does the product or service give customers

Namibia, 2012
what they want (as measured by outcomes for service users –
e.g. satisfaction surveys etc

B. Professional quality – does the service meet customer need as

defined by professionals (as per procedures and standards)

C. Process quality – do the design and operation of the service

process use resources in the most efficient way to meet
customer requirements