Project Management Course

Project Quality Management

Dr. Nahed Ghbn, PMP

ghbnn@mcmaster.ca
Lecture Outlines

This week, we will consider the required level of quality in a project and
determine the quality requirements. Project Quality Management is
primarily concerned to ensure that the project requirements and product
requirements, are met and validated

We will apply quality management processes, identify quality

requirements and standards for a project and ensure that these
requirements are followed and controlled.
 Quality Management
Quality
•The degree to which a set of inherent characteristics
fulfill the requirements (The degree to which the project
fulfils the requirements).

Quality is defined based on:

➢Conformance to requirements: The project’s
processes and products meet written specifications.
➢Fitness for use: A product can be used as it was
intended.
 Managing Quality
•Quality is based on customer’s needs and expectations.
•Work to prevent rather than correct problems.
•Prevention is cheaper than rework and correction.
•Deming/ Shewhart model of “Plan-Do-Check-Act” is the
key cycle to Continuous Process Improvement

Act Plan

Check Do
 Why Quality?
•Poor quality results in “rework” and additional cost.
•Poor quality results in problems that can be difficult to
diagnose and solve.
•Poor quality not necessary is cheaper.
•Poor quality can cost more, even possibly disasters.
•We can’t solve quality by more testing/ inspection.
 Quality Management

Grade: is a Category assigned to product or

service having the same functional use but
different technical characteristics.
A product can be:
➢High quality (no obvious defects)
➢Low grade (a limited number of features)
➢Low quality (many defects)
➢High grade (numerous features).

(AAA)
 Quality Management
Precision
•Means the values of repeated measurements are
clustered and have little scatter (show the same results under
the same conditions).
Accuracy
•Means that measured value is very close to the true value
(degree of closeness to true value).

High precision
Low precision High precision
High Accuracy
Low Accuracy Low Accuracy

• Precise measurements are not necessarily accurate.

• A very accurate measurement is not necessarily precise.
 Quality Management

Efficiency
•A productivity metrics meaning how fast something can be
done (Efficiency focuses on the process or “means”).

Effectiveness
•Effectiveness is a quality metrics meaning how good
something is done (Effectiveness focuses on the end
result).
 Dimensions of Quality

•Is it suitable for the intended job? Performance

•Are the needs correctly translated? Design
•Is it made as per design? Conformance
•How frequently will it fail? Reliability
•How long will it last? Durability
•How easy will it be to repair it? Serviceability
•What does it look like? Aesthetics
•What else can it do? Features
•Does the company/product has
reputation? Perceived Quality
 Project Quality Management

Project Quality Management

•Incorporate the organization’s quality policy regarding
planning, managing, and controlling project and product
quality requirements in order to meet stakeholders’
objectives/ needs.

•Project quality management also supports continues

improvement activities for the project that can benefit the
performing organization as well.
 Project Quality Management
Project Quality Management
•Determine quality policies, objectives, responsibilities so that
the project will satisfy its needs.

•Quality must be written into the project requirements and

project scope.
•Quality must be planned in not inspected in.

•Focused not only on (product) or service quality, but also

the means to achieve it (Process).

•Uses quality assurance and control of processes as well as

products & continuous improvements to achieve more
consistent quality.
 Project Quality Management
Project quality management ensures that the project will
satisfy the needs for which it was undertaken.

Can’t manage one without the others (scope, time, cost and
quality). TIME

Level of Required Quality

Cost Benefit Analysis
Marginal Analysis

Quality

SCOPE COST
 Innovative Quality Components
•Customer satisfaction
•Prevention over Inspection
•Continuous Improvements
•Management Responsibility
 Quality Theories Summary
•DEMING = Modified Deming cycle, father of TQM
•JURAN = Fitness for use, quality and grade
•CROSBY = Zero defects, right the first time
•KAIZEN = Continuous improvement in small steps
•TQM (Total Quality Management) = Strategy of quality
awareness in all processes
•SIX SIGMA = Measurement based strategy; no more than 3.4
defects/million
•CONTINUOUS IMPROVEMENT = Always look for ways to
improve quality
 Quality Management
We have to improve quality management regardless the
specifications.

Quality management is particularly important for large,

complex systems. The quality documentation is a record of
progress and supports continuity of development as the
development team changes.
For smaller systems, quality management needs less
documentation and should focus on establishing a quality
culture.
 Aspects to Manage Project Quality
•Policy compliance and auditing ( within the organization)
•Standards and regulatory compliance ( industry based)
•Continuous improvements ( at both levels, the project and
performing organization)
•Stakeholder engagement ( collaborating environment)
•Agile approach ( frequent review steps build throughout the
project, not just at the end)
Project Quality Management Processes
Plan Quality
•Identifying which quality standards are relevant to the project
and how to satisfy them.
Manage Quality (Perform Quality Assurance)
•Incorporating the organization’s quality policies into the project
and translates the quality management plan into executable
quality activities
Control Quality
•Monitoring specific project results to ensure that they comply
with the relevant quality standards & assess performance.

Plan Manage Control

Quality Quality Quality
 Plan Quality
•Identifying quality requirements and standards for the
project and its deliverables, and document how the
project will demonstrate compliance with quality
requirements and standards.
•Outlines how quality will be identified, managed, verified
throughout the project

•The quality plan should define the quality assessment

process.
•It should set out which organisational standards should
be applied and, where necessary, define new standards
to be used.
 Plan Quality
Implies the ability to anticipate situations and prepare
actions to bring about the desired outcome including:
➢Selecting proper materials.
➢Training people in quality.
➢Planning a process that ensures the appropriate
outcome.
 Quality Plans “Example”
•Quality plan structure
➢Product introduction
➢Product plans
➢Process descriptions
➢Quality goals
➢Risks and risk management
•Quality plans should be short
➢If they are too long, no-one will read them
 Plan Quality

Inputs Tools & Techniques Outputs

Expert Judgment
Project Charter Data Gathering Quality Management
Plan
Project Management Plan - Benchmarking
Quality Metrics
Project Documents - Interviews
Project Management
Enterprise Environmental - Brainstorming
Plan Updates
Factors
Data Analysis
Project Document
Organizational Process Update
Decision Making
Assets
Data Representation
Test and Inspection Planning
Meetings

Initiating Planning Executing M&C Closing

 Quality Metrics
Quality Metrics (Output from Planning Process)
Definitions describe a project attributes and how
quality control will measure it (How measure
Quality). e.g. on-time performance, budget control,
defect frequency, failure rate, availability, reliability.
 Manage Quality
•Translating quality management plan into
executable quality activities that incorporate the
organization’s quality policies into the project.

•Identify ineffective processes and causes of poor

quality and ensure conformance to standards and
processes.

•Manage Quality is also called Quality Assurance

with a broader definition (includes also product
design aspects and process improvements)
 Manage Quality

Inputs Tools & Techniques Outputs

Project Management Plan Data Gathering Quality Reports

- Quality MP Data Analysis Test and Evaluation
Project Documents Decision Making Documents
- Lessens learned register Data Representation Change Requests
- Quality control Design for X Project Management
measurements Plan Updates
Problem Solving
- Quality metrics Project Documents
Quality Audits Updates
- Quality report
Quality Improvements Methods
Organizational Process
Assets

Initiating Planning Executing M&C Closing

 Quality Assurance and Standards

•Standards are the key to effective quality

management.
•They may be international, national,
organizational or project standards.
•Product standards define characteristics that all
components should exhibit e.g. a common
programming style.
•Process standards define how the project
process should be enacted.
 Standards
ISO is an internationally recognized series of standards for
the implementation of quality management system:
➢ISO 8000 Social Accountability
➢ISO 9000 Quality Management System
➢ISO 10000 Quality System Auditing
➢ISO 14000 Environment Management System

Occupational Health and Safety Standards

Building Code, etc….

Acts & regulations

 Product and process standards
Product standards
Design review form
Requirements document structure
Method header format
Java programming style
Project plan format
Change request form
Process standards
Design review conduct
Submission of documents to CM
Version release process
Project plan approval process
Change control process
Test recording process
 Quality Assurance Tools

Quality Audit
•Structured independent reviews to determine whether
project activities comply with organizational and project
policies, processes and procedures.

Process Analysis
•Follows the steps outlined in the process improvement
plan. Is part of continuous process improvement.
Factors Process Y
Output

Noise
 Control Quality

Monitoring and recording the results of the

executing the quality management activities to
evaluate performance and ensure the project
outputs are complete, correct and meet the
customer/ organization expectations.
 Control Quality

Inputs Tools & Techniques Outputs

Quality Control
Project Management Plan Measurements
Data Gathering
Validated Deliverables
Data Analysis
Project Documents Validated Changes
Inspection
Approved Change Requests Project Management Plan
Testing / Product Evaluations Updates
Deliverables
Data Representation Organizational Process
Work Performance Data
- 7 Basic Quality Tools Assets Update
Organizational Process
Assets Meetings Work Performance
Information
Enterprise Environmental
Factors Change Requests
Project Documents Update

Initiating Planning Executing M&C Closing

 Quality Control
The main outputs of quality control are:
➢Acceptance decisions
➢Rework
➢Process adjustments
Some tools and techniques include (7 Basic Quality Tools):
➢Couse and effect diagrams
➢Quality control charts
➢Flowcharting
➢Pareto analysis
➢Histograms
➢Run Charts & Scatter charts
➢Statistical sampling, Six Sigma
 Pareto Analysis
Pareto analysis involves identifying the vital few
contributors that account for the most quality problems in
a system.
Also called the 80-20 Rule,
•80 percent of problems are often due to 20 percent of
the causes.
•Pareto diagrams are histograms, or column charts
representing a frequency distribution, that help identify
and prioritize problem areas.
Statistical Sampling and Standard Deviation

Statistical sampling involves choosing part of a

population of interest for inspection.
The size of a sample depends on how representative you
want the sample to be.
 Statistics

Collect information on all defects

Find the causes of the defects
Product Move to provide fixes for the process
& Process

measurement

Quality Improvements
 Statistics and Standard Deviation
Standards Deviation (or Sigma) is a measure of how far
we are from the mean.
•1 Sigma- Standards Deviation – 68.3 %
•2 Sigma- Standards Deviation – 95 %
•3 Sigma- Standards Deviation – 99.7 %
•6 Sigma- 99.99966% (3.4 defects per million)
 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.

Quality control charts allow you to determine whether a

process is in control or out of control.
 Quality Control
Specification Limit Control Chart

X- Mean Specification Limit

Upper Control Limit

Lower Control Limit
 Quality Control
Control Chart - Emerge Patterns
– A slow deterioration
Unstable Quality of quality over time
Slow deterioration of
quality can indicate
Corrective Action? equipment wearing
Voltage
out or equipment
5.20

5.15
needing calibration
5.10 – Unstable quality can
5.05
result from parts from
Voltage

5.00

4.95
different vendors
4.90 – Sudden changes in
4.85

4.80
quality need
explaining
ay

8
10

12

14

16

18

20

22

24

26
D

Production Days
 Control Quality
Cause and Effect Diagram
Fishbone or Ishikawa Diagram

• Illustrate how various factors might linked to potential problem or effects.

• Uncover the root cause of the problem (Why, How, What, When,…?).
 Quality Control
Cause and Effect Diagram
Fishbone or Ishikawa Diagram

• Illustrate how various factors might linked to potential problem or effects.

• Uncover the root cause of the problem (Why, How, What, When,…?).
 Quality Control
Pareto Diagram (Chart)

• Histograms/
Pareto Graphs
• Other graphs & statistics
• Bug/defect report and
review
Process Flowchart
Process-based quality
Quality Control
Project and Quality Management
 The Cost of Quality

•The cost of conformance:

Conformance means delivering products that meet
requirements and fitness for use.
•Preventive cost to build quality product (training, Document
Processes, Time to do it right).
•Appraisal Costs to assess the quality (Testing, Inspections).

•The cost of nonconformance:

Nonconformance means taking responsibility for
failures or not meeting quality expectations.
 Cost Categories Related to Quality
Prevention cost: Cost of planning and executing a project
so it is error-free or within an acceptable error range.
Appraisal cost: Cost of evaluating processes and their
outputs to ensure quality.
Internal failure cost: Cost incurred to correct an identified
defect before the customer receives the product.
External failure cost: Cost that relates to all errors not
detected and corrected before delivery to the customer.
Measurement and test equipment costs: Capital cost of
equipment used to perform prevention and appraisal
activities.
 Evolution of Quality Management
•Inspection
•Statistical Process control to improve the output
•Design of Experiments
•Optimize the design (of the product and process)
•Total Quality Management (Good Practices- Framework)
•Iso 9000
•Iso 14000
•others
•6 Sigma
•Procedure
»(Define- Measure- Analyze- Improve-Control)
 Total Quality Management (TQM)
•Created by Japan in the post WWII years and
introduced to North America in the 1970’s and
1980’s
•The focus: finding ways to continuously improve
Quality.
 Deming’s Deadly Quality Diseases
1. Lack of constancy of purpose
2. Emphasis on short-term profits
3. Evaluation by performance / merit rating
4. Mobility of management
5. Running company on figures alone
6. Excessive medical costs
7. Excessive costs of warranty
 Deming’s 14 Quality Points
1. Create constancy of purpose
2. Adopt the new philosophy
3. Cease dependence on inspection
4. Consider total cost
5. Continuous improvement, innovation, improve…
6. Training on the job
7. Institute leadership
8. Create trust/ drive our fear
 Deming’s 14 Quality Points
9. Break down barriers
10. Eliminate work Quotas
11. Eliminate slogans, exhortation
12. Remove barriers/ pride/ merit rating
13. Education/ self improvement/ grow
14. Transformation