Mohamed Seleam Abou Hatab

Sr. Project Management Consultant

Mohamed.seleam@yahoo.com
+201061177737

PROJECT QUALITY MANAGEMENT

Mohamed Seleam Abou Hatab

PMP, PMI-RMP, PMI-SP, PMI-PBA
Sr. Project Management Consultant
 QUALITY VS GRADE

QUALITY
“THE DEGREE TO WHICH A SET OF INHERENT
CHARACTERISTICS FULFILL REQUIREMENTS” (ISO 9000 [18].).

GRADE
GRADE IS A CATEGORY ASSIGNED TO PRODUCTS OR SERVICES
HAVING THE SAME FUNCTIONAL USE BUT DIFFERENT TECHNICAL
CHARACTERISTICS

(While a quality level that fails to meet quality requirements is

always a problem, a low-grade product may not be a problem.)

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 MODERN QUALITY
MANAGEMENT
CUSTOMER SATISFACTION
( CONFORMANCE TO REQUIREMENTS & FITNESS FOR USE )

PREVENTION OVER INSPECTION

(QUALITY IS PLANNED, DESIGNED, AND BUILT IN NOT INSPECTED IN)

CONTINUOUS IMPROVEMENT
( PLAN-DO-CHECK-ACT ) CYCLE

MANAGEMENT RESPONSIBILITY
( RESPONSIBILITY OF MANAGEMENT TO PROVIDE THE RESOURCES NEEDED TO SUCCEED)

MUTUALLY BENEFICIAL PARTNERSHIP WITH SUPPLIERS.

A MUTUALLY BENEFICIAL RELATIONSHIP ENHANCES THE ABILITY FOR BOTH THE ORGANIZATION AND THE SUPPLIERS
TO CREATE VALUE FOR EACH OTHER,
 Quality Management Gurus

CROSBY, Philip JURAN, J. Moses

DEMING, W. EDWARD
 Performance standard is “Zero defect
CONTINUOUS IMPROVEMENT Fitness for use
“
PDCA (PLAN–DO–CHECK–ACT) Technical / Statistical focus
 Cost of quality is measured by cost of
Juran’s Trilogy :
TOP DOWN SUPPORT ( TOP
non-conformance
Quality improvement, Quality
MANAGEMENT SUPPORT )
 Conformance to requirements
planning and Quality Control
 Quality comes from Prevention
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 TOTAL QUALITY MANAGEMENT
(KAIZEN)
 VERY PROACTIVE APPROACH.

 UTILIZE LEADERSHIP AND ACCOUNTABILITY.

 MEASURE AND STRIVE FOR CONSTANT IMPROVEMENT.

 FOCUSED ON PREVENTION OVER INSPECTION - IT COSTS MORE TO FIX AN

ERROR THAN IT DOES TO PREVENT ONE.

 TESTING WHILE DEVELOPING PROVIDES AN IMMEDIATE FEEDBACK LOOP.

PROCESS PROBLEMS ARE MORE LIKELY TO BE DETECTED EARLY ON, INSTEAD
OF AT THE END.

 CONTINUOUS IMPROVEMENT OF THE PROCESS IS A KEY FOUNDATION OF HIS

VIEW ON TQM.
 JUST IN TIME (JIT)

 THIS IS AN APPROACH TO DECREASE THE AMOUNT OF

INVENTORY THAT A COMPANY CARRIES, THEREBY
DECREASING THE INVESTMENT IN INVENTORY.

 A JIT PHILOSOPHY DIRECTS A COMPANY TO IMPROVE

QUALITY (FORCES ATTENTION TO QUALITY) BECAUSE
EXTRA MATERIAL IS NOT AVAILABLE.

 INVENTORY COSTS MONEY, THUS, AN INCREASE IN

QUALITY THAT LETS YOU USE JIT CAN SAVE YOUR
COMPANY MONEY
 LEAN THINKING

 A METHODOLOGY FOR IMPROVING CYCLE TIMES AND

QUALITY THROUGH ELIMINATION OF WASTE (MUDA).
 DIFFERENTIATES BETWEEN:
 VALUE-ADDED (VA) ACTIVITY:
 ANY ACTIVITY THAT INCREASES THE MARKET FORM OR
FUNCTION OF THE SERVICE. (THINGS CUSTOMERS ARE
WILLING TO PAY FOR)
 NON-VALUE ADDED (NVA) ACTIVITY:
 ANY ACTIVITY THAT DOES NOT ADD MARKET FORM OF
FUNCTION OR IS NOT NECESSARY. (THESE ACTIVITIES
SHOULD BE ELIMINATED, REDUCED OR INTEGRATED)
 LEAN IS CUSTOMER/MARKET DRIVEN 7

 VALUE STREAM MAP IS “CORE” OF LEAN ANALYSIS

 LEAN=ELIMINATING NVA ACTIVITIES (WASTE)

 OVERPRODUCTION  Waiting Waste

 MAKING MORE, OR EARLIER, OR FASTER  Unbalanced workload, misuse of automation,
THAN NEEDED process setup
 INVENTORY WASTE  People Waste
 ANY SUPPLY MORE THAN ONE-PIECE  Not using staff to their potential
FLOW  Motion Waste
 DEFECTS  Any movement that does not add value
 QUALITY IMPROVEMENT CONTROLS  Transportation Waste
 PROCESSING  Moving parts, materials (or patients) all over the
 EFFORT THAT ADDS NO VALUE TO THE facility
SERVICE OR PRODUCT

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 TAILORING CONSIDERATION

 Policy Compliance and Auditing

 Standard and Regulation

 Stakeholder Engagement

 Continual Improvement
 AGILE & ADAPTIVE ENVIRONMENT

 Regular check

 Retrospective meeting

 Small batches of work

 Project Management Process Groups
Knowledge Areas
Monitoring and Controlling Closing Process
Initiating Process Group Planning Process Group Executing Process Group
Process Group Group

4- Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project 4.5 Monitor and Control Project 4.7 Close Project
Work Work or phase
4.4 Manage Project Knowledge 4.6 Perform Integrated Change
Control

5- Project Scope Management   5.1 Plan Scope Management   5.5 Validate Scope  
5.2 Collect Requirements 5.6 Control Scope
5.3 Define Scope
5.4 Create WBS
6- Project Schedule Management   6.1 Plan Schedule Management   6.6 Control Schedule  
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
7- Project Cost Management   7.1 Plan Cost Management   7.4 Control Costs  
7.2 Estimate Costs
7.3 Determine Budget
8- Project Quality Management   8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality  

9- Project Resource Management   9.1 Plan Resource Management 9.3 Acquire Resources 9.6 Control Resources  
9.2 Estimate Activity Resources 9.4 Develop Team
9.5 Manage Team
10- Project Communications   10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications  
Management

11- Project Risk Management   11.1 Plan Risk Management 11.6 Implement Risk Responses 11.7 Monitor Risks  
11.2 Identify Risks
11.3 Perform Qualitative Risk Analysis
11.4 Perform Quantitative Risk Analysis
11.5 Plan Risk Responses

12- Project Procurement   12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12 
Management
13- Project Stakeholder 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder 13.4 Monitor Stakeholder  
Management Engagement Engagement
 DIFFERENCE BETWEEN QUALITY
PROCESSES
Plan Quality Management Manage Quality Control Quality
Planning Implementation Control
Determine which quality standards are Determine if the quality measurement is relevant Perform the measurement and compare
relevant and how to measure them to the plan
 PLAN QUALITY MANAGEMENT

 PLAN QUALITY MANAGEMENT IS 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.

 THE KEY BENEFIT OF THIS PROCESS IS THAT IT PROVIDES

GUIDANCE AND DIRECTION ON HOW QUALITY WILL BE
MANAGED AND VERIFIED THROUGHOUT THE PROJECT.
 PLAN QUALITY
MANAGEMENT
Inputs Tools & Techniques Outputs

1. Project charter 1. Expert judgment 1. Quality manage. Plan

2. Project manage. Plan 2. Data gathering 2. Quality metrics
• Requirements management Plan • Benchmarking 3. Project management plan
• Risk management plan • Brainstorming updates
• Interviews • Risk management plan
• Stakeholder engagement plan
3. Data analysis • Scope baseline
• Scope baseline
• Cost-benefits analysis 4. Project documents
3. Project documents updates
• Assumption log • Cost of quality
4. Decision making • Lessons learned register
• Requirements doc. • Requirements traceability
• Multi-criteria decision analysis
• Requirements traceability matrix matrix
5. Data representation
• Risk register • Risk register
• Flowcharts
• Stakeholder register • Logical data model • Stakeholder register
4. (EEF) • Matrix diagrams
5. (OPA) • Mind mapping
6. Test & inspection planning
7. Meetings
 Process flowchart
1 2 3
project Compliance Develop
request copy artwork
no

7 5 4
6
Vendors Change control Artwork
Artwork out
Make proofs approved
For proofs Of specs

yes
no no

8 10
Package 9 Approved
yes yes
development /QA review Proof back
/Review approval To vendor
approval

11
12
Specs signed
Order material
)package and QA (
CRITERIA ARE PRIORITIZED AND WEIGHTED BEFORE BEING APPLIED TO ALL AVAILABLE ALTERNATIVES TO OBTAIN
A MATHEMATICAL SCORE FOR EACH ALTERNATIVE. THE ALTERNATIVES ARE THEN RANKED BY SCORE
MATRIX DIAGRAMS
 LOGICAL DATA
MODEL

 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
 MANAGE QUALITY

 MANAGE QUALITY IS THE PROCESS OF

TRANSLATING THE QUALITY MANAGEMENT
PLAN INTO EXECUTABLE QUALITY
ACTIVITIES THAT INCORPORATE THE
ORGANIZATION’S QUALITY POLICIES INTO
THE PROJECT.

 THE KEY BENEFITS OF THIS PROCESS ARE THAT IT

INCREASES THE PROBABILITY OF MEETING THE
QUALITY OBJECTIVES AS WELL AS IDENTIFYING
INEFFECTIVE PROCESSES AND CAUSES OF POOR
QUALITY.
 MANAGE QUALITY AND QUALITY ASSURANCE
MANAGE QUALITY IS SOMETIMES CALLED QUALITY ASSURANCE, ALTHOUGH MANAGE QUALITY HAS A BROADER
DEFINITION THAN QUALITY ASSURANCE AS IT IS USED IN NON-PROJECT WORK.

MANAGE QUALITY QUALITY ASSURANCE

 MANAGE QUALITY INCLUDES ALL THE

QUALITY ASSURANCE ACTIVITIES, AND IS
 QUALITY ASSURANCE IS ON THE
ALSO CONCERNED WITH THE PRODUCT PROCESSES USED IN THE PROJECT.
DESIGN ASPECTS(DESIGN AN OPTIMAL AND
 ABOUT USING PROJECT PROCESSES
MATURE PRODUCT BY IMPLEMENTING
SPECIFIC DESIGN GUIDELINES THAT ADDRESS
EFFECTIVELY.
SPECIFIC ASPECTS OF THE PRODUCT),  IT INVOLVES FOLLOWING AND
 MANAGE QUALITY INCLUDES PROCESS MEETING STANDARDS TO ASSURE
IMPROVEMENTS(IMPROVE THE EFFICIENCY STAKEHOLDERS THAT THE FINAL
AND EFFECTIVENESS OF PROCESSES AND PRODUCT WILL MEET THEIR NEEDS,
ACTIVITIES TO ACHIEVE BETTER RESULTS AND
EXPECTATIONS, AND REQUIREMENTS.
PERFORMANCE AND ENHANCE
STAKEHOLDERS’ SATISFACTION.
 MANAGE QUALITY

Inputs Tools & Techniques Outputs

1. Data gathering
1. Project manage. Plan  1. Quality reports
Checklists
• Quality manage. Plan 2. Test & evaluation documents
2. Data analysis
• Alternative analysis 3. Change request
2. Project documents • Document analysis 4. Project management plan
• Lessons learned register • Process analysis updates
• Quality control measurements •Quality manage. Plan
• Root cause analysis
• Quality metrics •Scope baseline
3. Decision making
• Risk report •Schedule baseline
• Multi-criteria decision analysis
•Cost baseline
4. Data representation
3. Organizational process assets (OPA) • Affinity diagrams 5. Project documents updates
• Issue log
• Cause-and-effect diagrams
• Lessons learned register
• Flowcharts
• Risk register
• Histograms
• Matrix diagrams
• Scatter diagrams
5. Audits
6. Design for X
7. Problem solving
8. Quality improvement methods
 CAUSE AND EFFECT DIAGRAM
The Fishbone or Ishikawa diagram can also contain probabilities

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 Cause of late time entry

35
30
25
20
15
10
5
0
Insufficient Management Process System
Travel
Time Direction Documentatio Failure
Series1 22 3 30 3 16

.Histogram can show the number of defects per deliverable

 Pareto Diagram (Chart)
Pareto Diagram

• Histogram that shows how many results were generated by

type or category

• Plots the number of defects (or other results) by the order of

their frequency

• Used to identify the important defects that need to be

followed up

Pareto's Law

(20%) of defect types represent (80%) of

defects 25

Root cause of overrun

 AFFINITY DIAGRAMS
CAN ORGANIZE POTENTIAL CAUSES OF DEFECTS INTO GROUPS SHOWING AREAS THAT SHOULD BE FOCUSED ON THE MOST.
 SCATTER DIAGRAMS
 A graph that shows the relationship between two variables.

 Scatter diagrams can demonstrate a relationship between any element of a process, environment, or activity on one axis and

a quality defect on the other axis

 DESIGN FOR X

 DESIGN FOR X (DFX) IS A SET OF TECHNICAL GUIDELINES THAT MAY BE

APPLIED DURING THE DESIGN OF A PRODUCT FOR THE OPTIMIZATION OF
A SPECIFIC ASPECT OF THE DESIGN. DFX CAN CONTROL OR EVEN
IMPROVE THE PRODUCT’S FINAL CHARACTERISTICS.

 THE X IN DFX CAN BE DIFFERENT ASPECTS OF PRODUCT DEVELOPMENT,

SUCH AS RELIABILITY, DEPLOYMENT, ASSEMBLY, MANUFACTURING,
COST, SERVICE, USABILITY, SAFETY, AND QUALITY.

 USING THE DFX MAY RESULT IN COST REDUCTION, QUALITY

IMPROVEMENT, BETTER PERFORMANCE, AND CUSTOMER SATISFACTION.
 PROBLEM SOLVING

METHOD WILL HELP ELIMINATE THE PROBLEM AND

DEVELOP A LONG-LASTING SOLUTION. PROBLEM-
SOLVING METHODS GENERALLY INCLUDE THE
FOLLOWING ELEMENTS:
1. DEFINING THE PROBLEM,
2. IDENTIFYING THE ROOT-CAUSE,
3. GENERATING POSSIBLE SOLUTIONS,
4. CHOOSING THE BEST SOLUTION,
5. IMPLEMENTING THE SOLUTION, AND
6. VERIFYING SOLUTION EFFECTIVENESS.
 CONTROL
QUALITY

Quality control process is

performed to measure the
completeness, compliance,
and fitness for use of a
product prior to user
acceptance and final
delivery.
This process is performed throughout the project.
 CONTROL QUALITY
Inputs Tools & Techniques
1. Project management Plan 1. Data gathering
• Quality manage. Plan • Checklists
2. Project documents • Chick sheets
• Lessons learned register • Statistical sampling
• Quality metrics • Questionnaires & surveys
• Test & evaluation documents 2. Data analysis
3. Approved change requests • Performance reviews
4. Deliverables • Root cause analysis
5. Work performance data 3. Inspection
6. (EEF) 4. Testing/product evaluations
7. OPA) 5. Data representation
• Cause-and-effect diagrams
• Control charts
• Histogram
• Scatter diagrams
6. Meetings
Outputs
1. Quality control
measurements
2. Verified deliverables
3. Work Performance info.
4. Change requests
5. Project management plan
updates
• Quality management
Plan
6. Project documents updates
• Issue log
• Lessons learned register
• Risk register
• Test & evaluation
documents
 CHECK SHEET VS. CHECK LIST
CHECK SHEET
• A TALLY SHEET TO COLLECT DATA
ON FREQUENCY OF OCCURRENCE
• CUSTOM DESIGNED BY USER
• OFTEN DISPLAYED USING PARETO
DIAGRAMS.
CHECK LIST
• A TOOL USED TO ENSURE ALL
IMPORTANT STEPS OR ACTIONS HAVE
BEEN TAKEN
• OFTEN A STANDARD FORM IS USED
• E.G.: ALL ITEMS IN CASE CART 32ARE
PRESENT BEFORE SURGERY
 Control Chart
Graphic display of results over a period of time to determine if a process is in
control
USL
UCL

LCL

LSL

Time
USL- upper specification limit UCL-upper control limit

LSL- lower specification limit LCL- lower control limit

X- mean or expected value

 Graphic display of results over a period of time to determine if a process is in control
( rule of seven)

USL
UCL

LCL

LSL

Time
USL- upper specification limit UCL-upper control limit

LSL- lower specification limit LCL- lower control limit

X- mean or expected value

PREVENTION: KEEPING ERRORS OUT OF THE PROCESS
INSPECTION: KEEPING THE ERRORS OUT OF THE HANDS OF THE CUSTOMER
ATTRIBUTE SAMPLING: THE RESULT CONFORMS OR IT DOES NOT
VARIABLES SAMPLING: THE RESULT IS RATED ON A CONTINUOUS SCALE THAT MEASURES THE DEGREE OF CONFORMITY

TOLERANCES: (SPECIFIED RANGE OF ACCEPTABLE RESULTS)

CONTROL LIMITS: (THAT IDENTIFY THE BOUNDARIES OF COMMON VARIATION IN A STATISTICALLY STABLE PROCESS OR
PROCESS PERFORMANCE).
QUESTIONS

36
 1) EVALUATING OVERALL PROJECT PERFORMANCE
REGULARLY IS PART OF :

A ) QUALITY MANAGEMENT.

B ) QUALITY ASSURANCE.

C ) QUALITY PLANNING.

D ) QUALITY CONTROL.

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2 ) PARETO CHARTS HELPS THE PROJECT MANAGER:

A ) FOCUS ON THE MOST CRITICAL ISSUES TO IMPROVE QUALITY.

B ) FOCUS ON STIMULATING THINKING.

C ) EXPLORE A DESIRED FUTURE OUTCOME.

D ) DETERMINE IF A PROCESS IS OUT OF CONTROL.

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 3 ) WHICH OF THE FOLLOWING IS TRUE OF INSPECTIONS?

A ) THEY MAY NOT BE CONDUCTED BY THE PROJECT TEAM.

B ) THEY TEST FUTURE DESIRES OF PROSPECTIVE CUSTOMERS.

C ) THEY CAN ONLY BE CONDUCTED ON THE FINAL PRODUCT.

D ) THEY PREVENT DEFECTIVE DELIVERABLES FROM REACHING THE CUSTOMER

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4 ) A CONTROL CHART SHOWS THAT THE LAST EIGHT PIPES PRODUCED WERE
ALL LESS THAN AVERAGE WEIGHT. YOU NEED TO INFORM MANAGEMENT
THAT THERE IS A PROBLEM BECAUSE THE SITUATION VIOLATES THE :

A ) RULE OF SEVEN.

B ) RULE OF EIGHT .

C ) 50/50 RULE.

D ) 3 SIGMA RULE. 40
 5 ) WHICH OF THE FOLLOWING HELPS A PROJECT MANAGER
DETERMINE POSSIBLE CAUSES OF POTENTIAL PROBLEMS AND
ACTUAL PROBLEMS?

A ) THE 50/50 RULE.

B ) A FISHBONE DIAGRAM

C ) A CONTROL CHART.

D ) A PARETO CHART . 41
 6 ) ALL THE FOLLOWING ARE NOT EXAMPLES OF
QUALITY ASSURANCE EXEPT?

A ) INSPECTION.

B ) PROCESS ANALYSIS.

C ) PARETO CHART.

D ) FISHBONE DIAGRAM.
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7 ) FIVE OF THE SEVEN PHASES ON THE PROJECT CONTAIN WORK
THAT IS SIMILAR. WHAT MUST THE PROJECT MANAGER DO?

A ) SEE WHAT CAN BE DONE TO MAKE SURE THE WORK IS CAREFULLY REWORDED TO
REMOVE SIMILARITY.

B ) MAKE SURE THE SAME RESOURCE COMPLETES ALL THE SIMILAR WORK
PACKAGES.

C ) PLAN IN CONTINUOUS IMPROVEMENT ACTIVITIES.

D ) MAKE SURE THE FIRST AND LAST OF THESE WORK PACKAGES IS SCHEDULED43
CLOSE IN TIME TO EACH OTHER.
8 ) WHEN A PRODUCT OR SERVICE COMPLETELY MEETS
A CUSTOMER’S REQUIREMENTS :

A ) QUALITY IS ACHIEVED.

B ) THE COST OF QUALITY IS HIGH.

C ) THE COST OF QUALITY IS LOW.

D ) THE CUSTOMER PAYS THE MINIMUM PRICE.

44
9 ) QUALITY IS :
A ) MEETING AND EXCEEDING THE CUSTOMER’S EXPECTATIONS.

B ) ADDING EXTRAS TO MAKE THE CUSTOMER HAPPY.

C ) THE DEGREE TO WHICH THE PROJECT MEETS REQUIREMENTS.

D ) CONFORMANCE TO MANAGEMENT’S REQUIREMENTS.

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 10 ) BY POLICY THE PROJECT MANAGEMENT OFFICE REGULARLY
EVALUATES THE PROJECT PERFORMANCE. THIS IS DONE IN ORDER TO
ENSURE STANDARDS ARE BEING FOLLOWED. THIS EXAMPLE OF:

A ) Plan Quality management.

B ) Perform Quality assurance.

C ) Quality planning.

D ) Perform Quality control.

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