Chapter ONE

Introduction to Project Quality Management

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 Chapter objectives

At the end of the chapter, you will be able to:

– Define what Quality is
– Identify Quality Management for Projects
– Explain the Importance of Quality Management
– Describe Features of Quality Management
– Elucidate the Purpose of Quality Management
– Explain Total Quality management
– Discuss Processes of Project Quality Management

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 What is your Project Management
Experience?

 What types of projects will you be

involved in?

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• What is project in simple words?

• What do you understand by project

management?

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 Currently managing a project is becoming an
exciting profession.

 A Project is a temporary, unique and

progressive attempt or endeavor made to
produce some kind of a tangible or intangible
result (a unique product, service, benefit,
competitive advantage, etc.).

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 Project management is the art of directing
and coordinating human and material
resources throughout the life of a project by
using modern management techniques to
achieve predetermined objectives of scope,
cost, time, quality and participant satisfaction.

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Overview of Quality in Project
Management

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What is Quality? Discuss!

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 Quality

You are given two Android chat apps that have the same set of
features and are both used by your friends for free to install on
your phone.

Which one would you use and why?

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 Quality and Project Management

Quality is a constrained
optimization of
1) Time
2) Cost
3) Functionality

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 Quality
Quality is:
• Meeting the needs and expectation of the customers

Quality is not:
1. A feature of a substance or material
2. How good or bad something is
3. Something of high standard

• The quality is the aggregation of the measurements of the

attributes.
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Importance of Quality

• Customer satisfaction
• Reputation
• Cost of maintenance

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 Some central themes may be common to all to define
quality could be:
1. Products: We define quality by our view of the features or attributes
of some particular product. This view can lead us with confidence to
the destructive “I’ll know it when I see it” definition of quality.

2. Defects: We expect quality products to be free of defects.

Eg. No cracks in a Building

3. Processes: What you do may keep a smile on your

customer’s face, but how you do it will keep you on
schedule and on budget — and that may make the
customer’s smile even brighter and longer lasting. 13
4. Customers — People who sell what they make may be very
product focused in their view of quality. They seek to make
products that are superior to those of competitors and always
strive to be the best:
“This is the best DVD player on the market today.”

I,e, quality is defined by customers, their needs, and their

expectations.

5. Systems — A system is a group of things that work

together. At higher level of analysis, quality may be viewed
as arising from things that work together.
 Products, defects, processes, and customers are all part of
a system that generates quality, as are suppliers, policies,
organizations, and perhaps some other things unique to a
specific situation. 14
 `
Definition of Quality?: But what does "quality" really mean?

 Quality
1. A characteristic or attribute of something: a
property.
2. The natural or essential character of
something.

3. Excellence, superiority.
4. A degree or grade of excellence. according to
Webster.
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 Quality
Quality is “fitness for use: ensuring a product can be used as it
was intended”
(Joseph Juran)
Quality is “conformance to requirements: meeting written
specifications
(Philip B. Crosby)
Quality of a product or services is its ability to satisfy the needs
and expectations of the customer

Conclusion, quality is a journey rather than a destination!

This encourages organizations to embrace continuous
improvement, learn from mistakes, and foster a culture of
innovation and employee engagement. 16
 At its most basic level, quality means meeting the needs of
customers. This is also known as "fit for use."
o As per Joseph Juran, Quality has two meanings:
1. Features of products which meet customer needs and
thereby provide customer satisfaction.” Quality
improvement related to features usually costs more.
2. Quality also means “freedom from deficiencies.” These
deficiencies are errors that require rework (doing something
over again) or result in failures after a product has been
delivered to a customer. Quality improvement related to
deficiencies usually costs less.
o Juran’s view considers products, defects, and customers.

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 The International Organization for
Standardization (ISO) defines quality as the
totality of characteristics of an entity that
bear on its ability to satisfy stated or
implied needs.

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 The Project Management Institute defines quality as
“the degree to which a set of inherent characteristics
fulfil requirements.
 The set of inherent characteristics may be of a product,
processes, or system.
 The requirements may be those of customers or
stakeholders, an important group that is ignored at great
peril to the success of the project.
 Project managers routinely make trade-offs among the
triple constraint(cost, time and scope) to meet project
objectives. A project manager should never, never, ever
trade off quality during project implementation. 19
 What is project quality management?
• Project quality management is the process through
which quality is managed and maintained throughout
a project.

• It is usually more about ensuring quality consistency

throughout a project.

• The main objective in project quality management is

making sure that the project meets the needs it was
originally created to meet.

• Quality leads to customer satisfaction. 20

• Project quality management is the process of continually
measuring the quality of all activities and taking
corrective action until the team achieves the desired
quality. Quality management processes help to: Control
the cost of a project. Establish standards to aim for.
Determine steps to achieve standards.

• Quality Management in project management includes

creating and following policies and procedures in order
to ensure that a project meets the defined needs it was
intended to meet from the customer’s perspective.

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 Foundation of Quality Management

• As the project manager, there are three

key quality management concepts that will
help you deliver a high quality project...

1. Customer Satisfaction

2. Prevention over Inspection

3. Continuous Improvement

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 1. Customer Satisfaction
 Customer satisfaction is a key measure of a project's
quality.

 It's important to keep in mind that project quality

management is concerned with both the product of the
project and the management of the project.

 If the customer doesn't feel the product produced by the

project meets their needs or if the way the project was
run didn't meet their expectations, then the customer is
very likely to consider the project quality as poor,
regardless of what the project manager or team thinks. 23
 As a result, not only is it important to
make sure the project requirements are
met, managing customer expectations
is also a critical activity that you need
to handle well for your project to
succeed.

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 2. Prevention over Inspection

 Prevention Over Inspection—one of the fundamental

tenets of modern quality management states that
quality is planned, designed, and built in rather than
inspected in.
 The cost of preventing mistakes is generally much
less than the cost of correcting them when they are
found by inspection.

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The sources of cost of quality are three: failure, prevention, and appraisal.

1. Failure
 Failure costs may result from either internal or external failure.

 The major costs associated with internal failures, those that occur
before a product has been delivered to a customer, are scrap and
rework.

 External failures, those that occur after a product has been

delivered to a customer, may generate costs for repairs in
accordance with product warranty obligations.

 External failure costs include those associated with

complaints and complaint handling.
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2. Prevention
 Prevention: Prevention costs are fundamentally different from
failure costs.

 These costs are related to things that an organization does

rather than to outcomes of a process.

 Prevention costs begin with planning. One of the greatest

errors a project manager can make is to leap into performance
without sufficient planning.

 Prevention costs include both quality planning and audits,

and process planning and control.

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 3. Appraisal
 Appraisal costs begin with inspection of incoming
supplies.
 The quality of a product is significantly affected by the
quality of materials that go into its production. Supplier
evaluations may have determined that a particular supplier
will provide what is needed for a project.

 In-process product inspection is a form of appraisal that ensures

production is following the plan.

 Noted deficiencies may be corrected before the end of the

process when scrap or additional-cost rework are the inevitable
results. 28
 Discussion
• Define quality?
• Discuss the foundations of quality
management?

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 Benefits of Quality

 The benefits of quality in project performance are many.

1. A quality project and product will yield customer satisfaction.
If you meet or exceed requirements and expectations, customers
will not only accept the results without challenge or ill feeling, but
may come back to you for additional work when the need arises.
2. Reduced costs are another benefit. Quality processes can reduce
waste, improve efficiency, and improve supplies, all things that
mean the project may cost less than planned. As costs go down,
profits may go up or reduced costs may mean more sales to an
existing customer within existing profit margins.
3. Better products, better project performance, and lower costs
translate directly into increased competitiveness in an ever-more-
global market.
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 The essence of a quality chain reaction
described by W. Edwards Deming:
– improve quality,
– reduce costs,
– improve productivity,
– capture the market,
– stay in business,
– provide more jobs

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 Quality Management for Projects
 Quality management is the process for ensuring
that all project activities necessary to design,
plan and implement a project are effective and
efficient with respect to the purpose of the
objective and its performance.

 Project quality management (QM) is not a

separate, independent process that occurs at
the end of an activity to measure the level of
quality of the output. 32
If you want to ensure you are providing consistent
products or services, you must implement quality
management system (QMS).

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Quality management process can be segmented into four
key components to be effective: quality planning, quality
control, quality assurance, and quality improvement.

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Quality Planning
o The first step of quality management is planning. You need
to take the time to identify your goals and what you want
your baseline to be.
o You should determine what your quality standards are, the
requirements necessary to meet these standards, and the
procedures used to check if criteria are being met.
o In this planning stage, you will want to consider:
o What your stakeholder’s expectations and priorities are, if
applicable
o What your company’s definition of success is
o What legal standards or requirements are in place that must be
abided by
o Who will handle each role in the quality management process
o How often processes will be evaluated for improvement 35
Quality Control
– This is the process of physically inspecting and
testing what you laid out in the planning stage.
– You need to confirm that all the standards you have
put into place are met, and you need to identify any
errors that need to be corrected.
– Once the inspection data has been collected, it
should be displayed in a way that makes it easy to
analyse.
– You can create histograms, run charts, or cause and
effect displays, and then easily share them through
your document management software to make sure
everyone has access to them.
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Quality Assurance
• Quality assurance is reviewing the delivery process of services
or goods.
• By inspecting your goods or services at the source, you can
catch mistakes before they reach the customer.
• When reviewing your product or service during this stage of
quality control management, you will want to follow these
steps:
– Confirm that everything is operating as it was agreed upon during the
quality planning stage
– Measure how effective your pre-determined processes are and confirm
that all compliance needs are being met
– Take note of any lessons learned
– Identify areas where there is an opportunity for a smoother process

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Quality Improvement
• Finally, after completing the quality control process, you
need to thoroughly review your findings and come up with a
way to improve your methods going forward.
• Quality control management is fruitless if you are not willing
to make changes when they are necessary.
• The desire for continual improvement is the goal for every
successful company.
• So, gather all your data, re-evaluate both the processes and
the product—always keeping compliance in mind—and then
begin the quality control management process again.
• With each cycle, you will end up with a better product,
happier customers, and more profit in your pocket.
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 Discussion
• Discuss key processes of project quality
management?

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 Features of Quality Management
1. Quality management is a continuous process that starts and
ends with the project.
 Quality management is not an event - it is a process, a
consistently high quality product or service cannot be produced
by a defective process.

 Quality management is a repetitive cycle of measuring quality,

updating processes, measuring, updating processes until the
desired quality is achieved.

2. It is more about preventing and avoiding than measuring and

fixing poor quality outputs.
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3. It is part of every project management processes from the
moment the project initiates to the final steps in the
project closure phase. It is not about finding and fixing
errors after the fact, quality management is the continuous
monitoring and application of quality processes in all
aspects of the project.

4. QM focuses on improving stakeholder’s satisfaction

through continuous and incremental improvements to
processes, including removing unnecessary activities; it
achieves that by the continuous improvement of the
quality of material and services provided to the
beneficiaries.

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 The central focus of quality management
is:
 meeting or exceeding stakeholder’s expectations
and
 conforming to the project design and
specifications

 The ultimate judge for quality is the

beneficiary, and represents how close the
project outputs and deliverables come to meeting
the beneficiaries’ requirements and expectations.42
 The Purpose of Management of Quality

 The main principle of project quality management is to ensure

the project will meet or exceed stakeholder’s Needs And
Expectations.

 The project team must develop a good relationship with key

stakeholders, specially the donor and the beneficiaries of the
project, to understand what quality means to them.

 One of the causes for poor project evaluations is the project

focuses only in meeting the written requirements for the main
outputs and ignores other stakeholder needs and expectations
for the project.

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 Quality must be viewed on an equal level with scope,
schedule and budget.

 If a project donor is not satisfied with the quality of how the

project is delivering the outcomes, the project team will need
to make adjustments to scope, schedule and budget to satisfy
the donor’s needs and expectations.

 To deliver the project scope on time and on budget is not

enough, to achieve stakeholder satisfaction the project must
develop a good working relationship with all stakeholders
and understand their stated or implied needs.

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 Summary
• A Project is a temporary, unique and
progressive attempt or endeavor made to
produce some kind of a tangible or intangible
result (a unique product, service, benefit,
competitive advantage, etc.).

45
• Project management is the art of
directing and coordinating human and
material resources throughout the life
of a project by using modern
management techniques to achieve
predetermined objectives of scope,
cost, time, quality and participant
satisfaction.

46
 The outputs of project quality management
process include:
• A Quality Management Plan,
• Quality metrics,
• Quality checklists and
• A Process Improvement Plan.

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Thank You !!!

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