PMP Chap 8 - Project Quality Management

By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questions
PMBOK Chapter 8 :
Project Quality Management
Plan Quality
management
Perform Quality
Assurance
Perform Quality
Control
Monitoring & ControlPlanning Executing

Chap 8- Project Quality Management
Introduction
Quality & Quality management definition
Quality theories
Quality management processes
Each process in details
Review of Quality Management knowledge area
Exam Essentials & Tips
Self assessment

Quality
Introduction -> What is Quality?
Quality is Conformance to requirements (by- Philip B.
Crosby)
Quality is the degree to which a set of inherent
(existing) characteristics fulfils requirements.
High quality Product:
• Meets or exceeds customers’ requirements
Low quality product:
• Not meeting stated requirements

Introduction -> What is Quality?
Product can be certified as Quality product if:
• to the Product requirements.Conformance
• adhere to the Requirements.Results
• to the Requirements.No deviation
• Do it right the first time.No rework
• no defects in the delivered product or
service.Zero Defects

Quality management (ISO 9000:2005):
• Coordinated activities to direct and control an
organization with regard to Quality.
Introduction -> What is Quality Management?

It includes creating & following policies & procedures in
order to ensure project meet it’s defined needs.
Project
Quality
Management
Creating &
following -
Policies &
Procedures
Meet defined
quality needs
of the Project
PMI - Project Quality Management Definition

Who is effected by Quality?
Customer
End users
Management
Project
Manager
Project Team

Introduction – Quality vs. Grade
If you opted for Saloon CAR, you probably choose it over the regular
looking CAR because it looks superior.
However, this Saloon CAR will looks low grade compared to Sports CAR.

Introduction– Quality vs. Grade
Quality of a product is a
measure of how closely it
matches its intended purpose.
Grade is a measure of the value
people put on a product.
Different technical
characteristics.
High grade product might be low quality product.
Regardless of the grade, the quality should be high. In any case, quality cannot be
compromised.

Introduction – Precision vs. Accuracy
Accuracy: Refers to how far you are from the true value.
(True value is yellow circle)
This is accurate but not Precise.
Precision: Refers to how close do you get to the same
value if you repeated the exercise several times.
This is precise but not accurate.
Precise and accurate: Quality of product will be
considered high if results are Precise and accurate.

Screw making machine Quality testing
• Between 5-7 CM.
Expected screw
length
• All length between 5.5 to 6.5 CM.
• Means they are Accurate.
Results of cycle 1
• Outside expected range (above 7, but all
between 7.1 & 7.3). Hence Precise.Results of cycle 2
Introduction – Precision vs. Accuracy

Introduction -> Key concepts
Customer satisfaction :
• Understanding, evaluating, defining and managing
requirements, so that customer expectations are met.
Prevention over inspection:
• Quality should be planned, designed, and built into into the
project’s deliverables.
• It should not be inspection driven (reactive).
Continuous improvement:
• The PDCA (plan-do-check-act) cycle is the basis for quality
improvement.
• Well known quality improvement theories include: Total Quality
Management & Six Sigma.

Introduction – Quality Theories
Six Sigma
(Introduced by Bill
Smith at Motorola)
Just In Time
(Toyota)
Total Quality
Management - W.
Edwards Deming:
ISO – International
Standard
Organization
80/20 principle -
Joseph Juran
Zero Defects: Philip
Crosby:

Six Sigma
Six Sigma: Introduced by Bill Smith at Motorola.
Six sigma helps in Process control.
It refines process to get rid of human error & outside influences.
Uses precise measurements & continuous refinements.
Quality Theories -> Six Sigma
Define the problem
& the objective
Analyse the processes.
Define factors of influence
Assure that improvements
will sustain
What do we need to improve?
Can we measure this?
Identify & implement
improvements

Six Sigma
Quality Theories -> Six Sigma
Quality levels:
Set of techniques and tools for process improvement.
• Defects Per Million OpportunitiesDPMO :
Sigma value
1
2
3
4
5
6
Compliance
percentage
31%
69%
93.3%
99.38%
99.977%
99.99966%
Defects
percentage
69%
31%
6.7%
0.62%
0.023%
0.00034%
DPMO
691,462
308,538
66,807
6,210
233
3.4
Sigma values
will be used
in calculation

TQM
Total Quality Management - W. Edwards Deming:
Comprehensive & structured approach to
organizational management that seeks to improve
quality of products & services.
Customer focused - objective is to consistently improve
Customer satisfaction.
Continuous on-going refinements in response to
continuous feedback.
Everyone is involved.
14 steps of total Quality Management, Plan-Do-Check-
Act cycle.
Quality Theories -> Total Quality Management

ISO
ISO standards:
There are various ISO standards & certifications.
ISO 9000 - Quality
management
ISO 27001 -
Information security
ISO 10006 – Quality in
Project Management
ISO 9126 – Software
quality standards
ISO 31000 - Risk
management
Introduction – ISO Standards
The project quality management as described in PMI PMBOK®, is intended to be
compatible with ISO.

ISO
ISO Quality management:
Provide guidance & tools, to ensure products &
services consistently meet customer’s requirements,
and that quality is consistently improved.
Customer Satisfaction Prevention over
inspection
Continuous
improvement
Management
Responsibility
Cost of Quality (COQ)
Introduction – ISO Standards

Introduction – Quality principals
80/20 principle - Joseph Juran:
• 80% of outcomes can be attributed to 20% of causes.
• E.g.,:
• 80% of defects found in 20% modules of the system.
• Fixing 20% modules will fix 80% of defects.
Zero Defects: Philip Crosby:
• Management-led program to eliminate defects in industrial
production.
• Cost of poor quality, prevention over inspection and zero
defects.
• Quality is “conformance to requirements”

Introduction – Evolution of Quality Management
1950 1960 1970 1980 1990 2000 2007
Quality
Control
Quality
Assurance
ISO 9000
TQM- total
Quality
Management
Six Sigma

Process improvement models:
Organizational Project
Management Maturity
Model (OPM3®)
Capability Maturity
Model Integrated
(CMMI®)
Malcolm Baldrige
Introduction -> Process improvement models

CMMI
Capability Maturity Model Integration - Improve overall
software quality (design, development and deployment)
Introduction – CMMI
Level 1
Initial
Level 2
Managed
Level 3
Defined
Level 4
Quantitative
ly managed
Level 5
Optimizing
Process unpredictable,
poorly controlled & reactive.
Process characterized for
projects and is managed
Process characterized for
organization and is proactive
Process is quantitatively
measured and controlled
Focus on continuous process
improvement

8. Project Quality Management Knowledge Area
8.1 Plan Quality Management:
• Identifying quality requirements & standards, and
document how the project will demonstrate
compliance.
8.2 Perform Quality Assurance:
• Auditing the quality requirements and the results
from quality control measurements, to ensure that
appropriate quality standards are used.
8.3: Control Quality:
• Monitoring and recording results of executing the
quality activities to assess performance and
recommend necessary changes.

• Learn visually

By: Anand Bobade (nmbobade@gmail.com)By: Anand Bobade (nmbobade@gmail.com)
8.1 Plan Quality Management
Plan Quality Management definition
Plan Quality Management - ITTO
What is Quality Management Plan?
What is process improvement Plan?
Seven basic Quality tools
Review
Self Assessment
8.1 I T&T O

Identifying quality requirements & standards for project
& it’s deliverables, & documenting how project will
demonstrate compliance with quality requirements.
It provides guidance & direction on how quality will be
managed & validated throughout Project.
Project
Requirements
Identify Document
8.1 I T&T O

Inputs (6)
• Project management
plan
• Stakeholder register
• Risk register
• Requirements
documentation
• EEF
• OPA
Tools &
Techniques(8)
• Cost-benefit analysis
• Cost of quality
• Seven basic quality
tools
• Benchmarking
• Design of
experiments
• Statistical sampling
• Additional quality
planning tools
• Meetings
Outputs (5)
• Quality management
plan
• Process improvement
plan
• Quality metrics
• Quality checklists
• Project documents
updates
8.1 I T&T O

PMP Stakeholder
register Risk register
Requirements
documentation
EEF OPA
8.1 Plan Quality Management->Input
8.1 I T&T O

Scope baseline (Work Breakdown Structure ,
WBS Dictionary, Schedule baseline), Cost
baseline, Other management Plans
Identifying those stakeholders possessing a
particular interest or having impact on the
quality.
Contains threats & opportunities that may
impact quality requirements.
8.1 I T&T O

Captures requirements that project should meet
pertaining to stakeholders expectations.
Project ( including product) & quality requirements.
Government Agency regulations.
Rules, standards & guidelines.
Working or operating conditions.
Organizational quality, policies, procedures and
guidelines.
Historical Database & Lesson learned.
8.1 I T&T O

Cost-benefit analysis Cost of quality
Seven basic quality
tools
Benchmarking
Design of
experiments
Statistical sampling
Additional quality
planning tools
Meetings
8.1 Plan Quality Management->T&T
8.1 I T&T O

Cost of quality
All cost incurred over the life of a Product:
8.1 Plan Quality Management->T&T->Cost of Quality
Preventing non-conformance to the requirements.
Appraising conformance to the requirements.
Failing to meet requirements (reworks).
8.1 I T&T O

8.1 Plan Quality Management->T&T->Cost of Quality
8.1 I T&T O

Cost-benefit
Analysis
A financial analysis tool used to determine the benefits
provided by a project against its costs.
Benefit of
meeting
quality
requirements
Less rework
Higher
productivity
Lower costs
Increased
stakeholder
satisfaction.
The primary cost of meeting quality requirements is expenses
associated with quality management activities.
8.1 Plan Quality Management->T&T->Cost Benefit Analysis
Cost of quality
8.1 I T&T O

Seven basic
quality tools Cause-and-Effect Flowcharts Check-sheet
Pareto Diagram Histograms Control Charts
Scatter Diagram
8.1 Plan Quality Management->T&T-> 7 Basic quality tools
8.1 I T&T O
Quality
Planning
Quality
Assurance
Quality
Control
7QT

Cause-and-Effect Diagram (Fishbone or Ishikawa diagrams):
• It traces complaints about quality problems.
• Help you find the root cause of a problem.
8.1 Plan Quality Management->T&T-> 7QT-> C&E Diagrams
Major causes are further investigated.
At the end, entire diagram is analysed & possible causes are identified.
5 whys technique: Repeat the question “Why”, to lead to the root cause of the Quality
8.1 I T&T O
Uses brainstorming
Identify problem.
Work out major factors
involved.
Identify possible causes.
Analyse diagram
Major
causes
Contributing
causes
Problem to
be solved
7QT

Flowcharts (or process maps):
• A graphical representation of a process showing relationships among
process steps.
• It transforms one or more input to one or more outputs.
• Flowcharts display sequence of steps.
8.1 Plan Quality Management->T&T->7QT->Flowcharts
•Suppliers, Inputs, Process, Outputs, CustomersSIPOC:
8.1 I T&T O7QT

Check sheets (also known as Tally sheets):
• Collect data about a problem during inspections.
• Organize facts that will facilitate effective collection of data
about quality problem.
8.1 Plan Quality Management->T&T->7QT->Check sheets
Defect classification Check sheet
Sr. No Defect Classification No of Defects
1 User Interface Defects 320
2 Unexpected exceptions 166
3 System Crashes 25
4 Wrong Calculation 33
5 Not according to requirements 326
6 Integration Failures 60
7 Others 70
Total Defects 1000
8.1 I T&T O7QT

Histograms (by Karl Pearson): - Special types of bar charts.
• Summarize the distribution of a data set.
• Graphical representation of distribution of numerical data.
• Each bar represents characteristic of a problem & height
represents its frequency.
Roll No Grade
1001 33
1002 25
1003 26
1004 78
1005 76
1006 73
1007 80
1008 71
1009 72
1010 72
1011 78
1012 70
1013 65
1014 66
1015 68
1016 61
1017 62
1018 63
1019 60
1020 66
1021 60
1022 70
1023 55
1024 50
1025 59
1026 50
1027 53
1028 59
1029 52
1030 53
1031 55
8.1 Plan Quality Management->T&T->7QT->Histograms
Bin Units Frequency
0 0
5 0
10 0
15 0
20 0
25 0
30 2
35 1
40 2
45 1
50 6
55 9
60 14
65 4
70 7
75 1
80 5
85 0
90 0
95 0
100 0
0 0 0 0 0 0 2 1 2 1
6
9
14
4
7
1
5
0 0 0 0
0
2
4
6
8
10
12
14
16
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
No.ofStudents
Percentage
Students Percentage
1 2 3
Ex: Analyse student performance through Histogram:
1. List all students grades (e.g., 500 students)
2. Create bins (categories like 10 to 15%) & add frequencies.
3. Plot the histogram.
8.1 I T&T O7QT

8.1 Plan Quality Management->T&T->7QT->Histograms
Observations:
1) Distribution of data is
based on a bell curve.
2) Steep Bell Curve –
Process in control.
3) Flat Curve – Process out
of control.
0 0 0 0 0 0 2 1 2 1
6
9
14
4
7
1
5
0 0 0 0
0
2
4
6
8
10
12
14
16
0 5 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 90 95 100
No.ofStudents
Percentage
Students Percentage All Bars are of
Equal widthOverall shape
Shows
Distribution
There are 5
measurements
between 75-80
8.1 I T&T O7QT

Pareto Diagram:
• It’s a histogram that can help you identify & prioritize problem areas.
• Pareto analysis (80-20 rule), means that, 80% of problems are often
due to 20% of the causes.
33
65
81
88
94 98 100
1
11
21
31
41
51
61
71
81
91
1 2 3 4 5 6 7
Percentage
Defects per Category
Defects analysis
8.1 Plan Quality Management->T&T->7QT->Pareto Diagram
Sr. No
Defect
Classification
No of
Defects
1
Not according to
requirements
326
2
User Interface
Defects
320
3
Unexpected
exceptions
166
4 Others 70
5 Integration Failures 60
6 Wrong Calculation 33
7 System Crashes 25
8.1 I T&T O
- 900
- 800
- 600
- 500
- 400
- 300
- 200
- 100
- 0
No.ofdefects
7QT

8.1 Plan Quality Management->T&T->7QT->Pareto Diagram
When to use Pareto Charts:
When you have a lot of data for analysis.
When you want to identify main cause of problems.
When communicating data with stakeholders.
When you want to prioritize tasks.
When you want to see relative importance of data.
8.1 I T&T O7QT

Control Charts (developed by Walter A. Shewhart):
• Graphic display that illustrates results of a process over time.
• Determine whether a process is in control or out of control.
• Prevent defects, rather than to detect or reject them.
Specification limit (USL or LSL) :
Point determines by customer.
Control limit (UCL or LCL) : It is point determine by
process owner. It’s typically 3 sigma.
8.1 Plan Quality Management->T&T->7QT->Control Charts
LSL
USL
8.1 I T&T O7QT

Control Charts (developed by Walter A. Shewhart):
• Graphic display that illustrates results of a process over time.
• Determine whether a process is in control or out of control.
• Prevent defects, rather than to detect or reject them.
• 68.27%1 Sigma
• 95.44%2 sigma
• 99.73%3 Sigma (UCL / LCL)
• 99.99%6 Sigma
Sigma is another name for standard deviation & indicates how much variance from mean has
been established as permissible in the process. Level of quality is indicated by 3 or 6 sigma.
3 Sigma
• 66,807 out of 1 million screws produced will
have some problems.
6 Sigma
• 3.4 out of 1 million screws produced will have
problems
8.1 I T&T O7QT

UCL=7CM
LCL=5CM
Upper Specification limit =7.25CM
Lower Specification limit =4.75 CM
Mean /
Average
= 6 CM
3
sigma
7.5
7.0
6.5
6.0
5.5
5.0
4.5
Qualityspecification
2 4 6 8 10 12 14 16 18 20
Sample
Length = 6 CM
8.1 I T&T O7QT

2 4 6 8 10 12 14 16 18 20
UCL=7CM
LCL=5CM
Mean /
Average
= 6 CM
7.5
7.0
6.5
6.0
5.5
5.0
4.5
8.1 I T&T O7QT

Process is in control:
All points are between UCL & LCL.
Also called as normal Cause.
99.97% points (3 sigma) fall within
the control limits
4 standard deviations from mean
Analyse control chats shown in previous slide:
8.1 I T&T O7QT

Out of control
Rule of Seven
2 4 6 8 10 12 14 16 18 20
UCL=7CM
LCL=5CM
Mean /
Average
= 6 CM
7.5
7.0
6.5
6.0
5.5
5.0
4.5
8.1 I T&T O7QT

Process is out of control - There is
one dot out of UCL, called as
special cause.
Rule of seven: Consecutive 7 time,
measurements fall on the one side
of the mean.
This also, means process is out of
control & need investigation.
Assignable causes – Variations may be caused by differences in
machines, workers overtime, etc. Identify the root cause
Analyse control chats shown in previous slide:
8.1 I T&T O7QT

Scatter Diagram(scatter plot/ graph, correlation chart):
• Predict how change in an independent variable will
change a dependent variable.
8.1 Plan Quality Management->T&T->7QT->Scatter Diagram
Show if there is a relationship between two
variables.
Usually first variable is independent &
second is dependent on first.
Useful when one variable is easy to
measure & other is not.
Closer data points are to a diagonal line,
stronger relation.
8.1 I T&T O7QT

Three Types of correlation:
No Correlation
Moderate Correlation
Strong Correlation
Both Moderate & Strong
correlation can be positive or
negative.
Regression line
No
Correlation
8.1 I T&T O7QT

Example: The Y axis show number of Accidents and X axis show speed
of vehicle. As speed increases, accidents increases.
Moderate
Correlation
Strong
Correlation
Accidents
Positive Positive
Speed of vehicle
140 to 180 KM/Hour
Speed of vehicle
180 to 220 KM/Hour
8.1 I T&T O7QT

Example: The Y axis show cost of Project resources and X axis show project profile.
As cost of project resources increases, profit will decrease.
If resource cost is one of the factor then correlation will be moderate, however if this
is only factor then correlation will be strong.
Strong
Correlation
Moderate
Correlation
Negative NegativeReducing project profit Reducing project profit
CostofProjectresources
8.1 I T&T O7QT

8.1 Plan Quality Management->T&T->7QT Overview
Traces complaints about quality problems.
Process showing relationships among process steps. Process Map.
Effective collection of data about potential quality problem.
Inspection.
Histogram. 80-20 rule. Identify & prioritize problem areas.
Central tendency, dispersion. Frequency.
Results of a process over time. Identify process gaps. Preventive.
Relationship between two variables.
8.1 I T&T O7QT

Benchmarking
Comparing actual or planned practices, such as processes &
operations, to other organizations.
Comparison may be between two companies, projects, products,
materials etc
The organizations compared can be internal or external.
8.1 Plan Quality Management->T&T->Benchmarking
8.1 I T&T O
Identify best practices, generate ideas for improvement, and provide a basis for
measuring performance.

Design of
experiments
Identify factors that can influence different variables of product
or process.
Used to determine number & type of tests needed to achieve
required quality.
We can change multiple variables at a time, to find optimal condition.
Once we know, factors that influence product, quality check list will be
developed for them.
8.1 Plan Quality Management->T&T->DOE
8.1 I T&T O

Statistical
sampling
Choosing few items as a sample from a larger group of items.
During planning we will decide, how to do sampling in quality
control process.
Help to determining cost of quality (COQ)
Types of Data measurement:
Variable (Continuous) :
Measure with yes or no. Can be
divided.
E.g., Typical variable values will be like
students passes exam (Pass or fail).
Attribute (discrete):
Measure by counting. Can’t divide.
E.g., Number of children in a family, Or
attendance at a theatre. It can not be
like 1.5
8.1 Plan Quality Management->T&T->Statistical Sampling
8.1 I T&T O

Additional
quality planning
tools
Brainstorming:
Used for generating ideas.
Force Field Analysis:
Diagrams of forces for and against change.
Nominal Group Technique:
In this technique to vote for ideas to be further
discussed by a larger group of people .
Quality Control and Management Tools:
This tools will be explained in the next process.
8.1 Plan Quality Management->T&T->Add. QPT
8.1 I T&T O

Force Field Analysis:
• It is a decision-making technique.
• Helps to make a decision by analysing forces for & against a
change.
8.1 Plan Quality Management->T&T->Add. QPT
Eliminate re-keying errors
Faster execution of administrative work
Online documentation eliminate work
Reduces need for clerical staff
Increase control Auditing capabilities
Managers unhappy with clerical work
Requires Training of more Peoples
Some activity cost shift to high paid staff
Cost of eliminating clerical cost
Start up cost
HumanResourceSystem
Implementation
Forces for Change Forces against Change
Relativeforcestrength
Relativeforcestrength
1
1
1
1
1
2
2
23
4
Total = 10 Total = 8
8.1 I T&T O

Meetings
8.1 Plan Quality Management->T&T->Meetings
8.1 I T&T O
Any one with quality related responsibilities should
attend meetings.
Key participants:
Project
Manager
Sponsor
Quality
manager
Selected
team
members
Selected
stakeholders
Discuss &
agree on
quality
standards.
Discuss &
agree on
quality
requirements

8.1 Plan Quality Management->T&T->Summary
Cost of implementing quality requirements against benefits
Quality cost incurred over the life of a the Product
Cause-and-Effect, Flowcharts, Check-sheet, Pareto Diagram,
Histograms, Control chart, Scatter Diagram
Compare to past activities/standard
Change several factors for each experiment, to determine best
approach
Choosing few items as a sample from a larger group of items.
Additional QM tools: Brainstorming, Force Field Analysis, Nominal
Group Technique, Quality Control and Management Tools.
Quality related meetings
8.1 I T&T O

Quality
management
plan
Process
improvement
plan
Quality metrics
Quality checklists
Project
documents
updates
8.1 Plan Quality Management->Outputs
8.1 I T&T O

8.1 Plan Quality
Management:
8.2 Perform
Quality Assurance:
8.3: Control
Quality:
Quality
metrics
Process
improvement
plan
Quality
checklists
8.1 I T&T O

Quality
Management
Plan
Quality management plans explains how organizations
quality policies will be implemented.
Depending on project, plan can be very detailed or simple.
Planned should be reviewed early.
Sharper focus on projects value proposition. (Cost of Quality, Cost
benefit analysis)
Details how Quality requirements are captured.
Should refer to Quality management standard followed by product.
May contain sample size of process to calculate it.
8.1 Plan Quality Management->Outputs ->QMP
8.1 I T&T O

Process
Improvement
Plan
It details the steps that will help improving various process.
It helps you to analyse the existing business processes, identify
problems and rectify them to improve the.
It is implemented in the QA and QC processes. It contains:
• The purpose of process, inputs & outputs, Owner etcProcess Boundaries:
• Graphical depiction of the process.Process Configuration:
• Used for measuring process efficiency (Control limits).Process Metric:
• Targets for improvement.
Targets for Improved
Performance:
8.1 Plan Quality Management->Outputs->PIP
8.1 I T&T O

Quality metrics
Description of a project/product attribute & how to measure it.
They are used to directly translate customer needs into acceptable
performance measures in both products and processes.
E.g., Finishing project within budget & time, freq. of defects,
failure rate
The metrics & tolerance level for variation is set in Quality plan.
8.1 Plan Quality Management->Outputs->Quality Metrics
Tactical Measure
Time
Cost
Resources
Scope
Sample Indicator
Schedule Performance Index (SPI) = Earned Value / Planned Value
Cost Performance Index (CPI) = Earned Value / Actual Cost
Amount of hours overspent per Testing cycle
Number of Change Requests
8.1 I T&T O

Quality checklists
A structured tool used to verify that a set of required steps has
been performed.
It is a list of items you need to verify, check or inspect.
They are used in every imaginable field — from building
inspections to complex medical surgeries.
It allows you to ensure you don’t forget any important steps.
Developed based on product requirements.
List steps to be followed to achieve desired
quality.
8.1 I T&T O

Project
documents
updates
Risk Register,
Requirement
Traceability Matrix
WBS dictionary
8.1 I T&T O

8.1 I T&T O

Self Assessment
c. Raise Change request with recommendation to address the process Gap
Since you are responsible for the Quality assurance activities on the project. Its your
responsibility to officially inform to concern authority. Hence you must officially raise CR for CCB
review.
You are reporting to a very senior Project Manager on CRM project and responsible for
the quality assurance of the Project. You found some serious process gap in the
process followed by the team. If issue is not addressees in time, project may end up
with failure. How you will deal with the situation?
a. PM is responsible for the team activities hence don’t do anything.
b. Privately talk to PM and raise the issue.
c. Raise Change request with recommendation to address the process Gap
d. Direct team to work on the new process recommended by you.
8.1 I T&T O

Self Assessment
b. Precision is consistency that the value of a repeated set of measurements are clustered and have little
scatter whereas accuracy is correctness that the measured value is very close to the true value.
PM is unsure of the difference between precision and accuracy and asks for your help
in understanding the difference between the two terms. Which of these responses
would be the best response to such a question?
a. Accuracy and Precision are equivalent and normally specified in the SOW by the
customer who issues the SOW.
b. Precision is consistency that the value of a repeated set of measurements are
clustered and have little scatter whereas accuracy is correctness that the measured
value is very close to the true value.
c. Accuracy is more important than precision. The project management team must
decide the level of accuracy required.
d. Accuracy is consistency that the value of a repeated set of measurements are
clustered and have little scatter whereas precision is correctness that the measured
value is very close to the true value.
8.1 I T&T O

Self Assessment
d. Rework
Cost of failure detected internally is really an example of:
a. Cost of conformance
b. Quality Audit
c. Cost of Warranty
d. Rework
8.1 I T&T O

Self Assessment
Answer: a. The design of experiments
The method used in the plan quality management process to identify
the factors that may influence specific variables of a product under
development is known as:
a. The design of experiments
b. Statistical sampling
c. Prototyping
d. Control charts
8.1 I T&T O

Self Assessment
Answer: a. Business will accept the doors
Results are within UCL & LCL. It is not qualifying for rule of seven hence process in still
within control.
You are producing doors. The control limits set for the thickness of
doors for this process set to 9.8cm and 10.2cm. The business
specification limits are 9.7 cm and 10.3cm. During Inspection, it was
noticed that last 6 doors continuously has thickness of 10.25 cm long.
Select appropriate answer.
a. Business will accept the doors
b. Quality parameters are not meet
c. Business will reject the doors
d. The process is out of control and needs to be adjusted.
8.1 I T&T O

Self Assessment
d. Performance is out of control as 7 consecutive results are above the mean.
During Control chart analysis, Process is considered out of control if seven consecutive data
poins are on one side of the mean (Reference: PMBOK 238)
Your are executing a Software Performance Test. According to the PT acceptable each
transaction should execute within 1 to 30
milliseconds. After the execution results were as 16, 18,16, 17, 17, 18, 16,18,16, 16,
17,15 milliseconds respectively. How you will interpret this data using control chart.
a. Performance is within control as all results are close to mean value.
b. Performance is within control as all results fall within acceptable range.
c. Performance is out of control as results are constantly varying.
d. Performance is out of control as 7 consecutive results are above the mean.
8.1 I T&T O

Self Assessment
c. 7 consecutive points are on one side of the mean, even though they
are within the control limits
The “Rule of Seven” comes into play when
a. 7 points become out of control
b. 7 points breach the standard deviation
c. 7 consecutive points are on one side of the mean, even
though they are within the control limits
d. 7 random points that are on any side of the mean, but
within or without the control limits
8.1 I T&T O

8.2 Perform Quality Assurance
Perform Quality Assurance definition
Perform Quality Assurance - ITTO
Difference between Quality control & assurance
Quality management & control tools
What is Quality Audit?
Review
Self Assessment
8.2 I T&T O

• It is the process of identifying quality requirements and/or
standards for the project and its deliverables
• Document how the project will demonstrate compliance with
relevant quality requirements.
• It is the process of auditing the quality requirements and the
results from quality control measurements to ensure that
appropriate quality standards and operational definitions are
used.
• It is the process of monitoring and recording results of executing
the quality activities to assess performance and recommend
necessary changes.
8.2 I T&T O

Process of auditing quality requirements & results from quality
control measurements to ensure appropriate quality standards &
operational definitions are used.
It facilitates the improvement of quality processes.
8.2 Perform Quality Assurance
Ensure Quality Standards &
Operational Definitions are used
Quality
requirement
s
Results from
Quality Control
Measures
8.2 I T&T O

By: Anand Bobade (nmbobade@gmail.com)Copyrights @ Anand Bobade (nmbobade@gmail.com – 055-5932004)
Quality Control & Quality Assurance process
Direct and Manage
Project work Control Quality
Plan Quality
management
Perform Quality
Assurance
Deliverables
Quality
Checklist
Sampling Inspection
(System testing,
Load testing etc)
Quality Control
measurements
Quality
Audit
Process
Analysis
QMPQuality Matrix
Process
Improvement plan
No. of defects
Defect classification
Perform Integrated
change Control
WPD
PMP Project
Documents
Verified Del’s WPI Validated changes
Change
Request
PMP
updates
Approved CR
Approved CR
review
8.2 I T&T O

8.2 Perform Quality Assurance-> ITTO
Inputs (5)
• Quality
management
plan
• Process
improvement
plan
• Quality metrics
• Quality control
measurements
• Project
documents
Tools &
Techniques(3)
• Quality
management &
control tools
• Quality audits
• Process analysis
Outputs (4)
• Change requests
• PMP updates
• Project
documents
updates
• OPA updates
8.2 I T&T O

Quality
Management Plan
Process
Improvement Plan
Quality
Metrics
Quality Control
Measurements Project documents
8.2 Perform Quality Assurance -> Input
8.2 I T&T O

8.1 Plan Quality
Management:
8.2 Perform
Quality Assurance:
8.3: Control
Quality:
8.2 I T&T O

Quality management plan:
• Contains plan for quality assurance and process
improvement.
Process Improvement Plan:
• This will tell us about the project’s process
improvement plan which needs to be aligned with
quality assurance process.
Quality Metrics:
• It will tells what we need to measure and what are
the allowable variation for our measurements.
8.2 I T&T O

Quality Control Measurements:
• Documented results of control quality activities
(measurements taken in Control Quality Process)
• Measurements are used as input for Quality
Assurance.
• Evaluate effectiveness of quality assurance process.
Project documents:
• It may influence Quality assurance work
• It should be monitored within the context of system
for Configuration management.
8.2 I T&T O

Quality
Management &
Control Tools
Quality
Audits
Process Analysis
8.2 Perform Quality Assurance-> Tools & Techniques
8.2 I T&T O

Quality
Management &
Control Tools
Affinity diagram PDPC Interrelationship Digraph
Tree Diagram Prioritization Matrix Network Diagram
Matrix Diagram
8.2 Perform Quality Assurance->T&T->QM&CT
8.2 I T&T O

Affinity Diagram:
Classifying large number of ideas into groups
8.2 I T&T O

Interrelationship Digraph:
Provide a process for creative problem-solving in moderately
complex scenarios that possess logical relationships.
1. City Growth
concentrated in
east & west
2. South has no
infrastructure to
attract city
growth
3. Highway 111
can’t be widened
through city
center
4. Existing
transportation
plan is
inadequate
5. Clock tower
tunnel can ease
City center
congestion
8. Congestion in
City center is
getting worse
7. Grand road can
be widened to
reduce
congestion
6. Additional river
bridge is required
to divert traffic
away from city
center
9. Main bridge on
river is located
close to City
center
An item with
large number of
outputs
considered as
cause of many
effect.
An item with
large number of
inputs can be
source of
Quality metrics.
8.2 I T&T O

Process Decision Program Chart (PDPC) :
Used to understand a goal in relation to steps for getting to goal.
It identifies what might go wrong in a plan under development.
Improve Product
Quality
Quality Training
Self Study
Difficult to track
progress
Provide oversight
of individuals
No interaction
benefit
Periodically bring
students
together
Training by outside
Expert
Costly
Allocate funds in
budget
Lack of internal
process
understanding
Train trainer on
internal
processes
Training by
internal SME
Time
commitment is
high
Get management
buy-in.
No training
experience
Train on
presentation
skills
X X XO O O
Project benefit do not overweight Risk Project benefit do not overweight Risk
Logistics Cost Schedule Selected Mitigation
benefit overweight mitigated Risk
Internal SME improve presentation skills.
Cost saving compared with external.
Team building with interaction &
participation.
8.2 I T&T O

1. Divided & subdivide a complex plan into more simple steps.
2. Identify possible problems that will hinder implementing the plan.
4. Put O in front of the solutions that are practical and you put X in front of the
solutions that are not practical.
4. At the end you either change your plan where there is no practical solution or
prepare yourself accordingly.
8.2 I T&T O

8.2 Perform Quality Assurance->T&T->QM&CTWhentoUse:
Tree Diagram:
A systematic diagram of decomposition, used to visualize parent-
to-child relationships.
Issue is addressed at high level & you need to move to specific
details.
Used when analysing processes in detail.
Used when probing for the root cause of a problem.
Can be used as a communication tool.
8.2 I T&T O

Matrix Diagram:
It shows relationship between factors, causes, and objectives.
It provides a compact way of representing many-to-many
relationships of varying strength.
List 1 List 2
Item1 Item A
Item2 Item B
Item3 Item C
Item4 Item D
Item5 Item E ItemA
ItemB
ItemC
ItemD
ItemE
Item1 O
Item2 O O
Item3 O O O
Item4 O
Item5 O
8.2 I T&T O

# Defect description
Module1
Module2
Module3
Module4
Module5
Module6
Module7
Module8
Module9
Module10
1 System is calculating wrong totals O O O O O O
2 System not meeting Performance O O O O
3 Background colour is not as per
specification.
O O O O O O O O O O
4 Validation message box has wrong
message.
O O O O
5 System O O O O O O O
Matrix Diagram example:
8.2 I T&T O

Prioritization Matrices :
To prioritize tasks, issues or possible options based on
known, weighted criteria.
# Defect description Duration Complexity Impact on other
modules
Total
1 System is calculating wrong totals 10 10 10 30
2 System not meeting Performance 5 5 5 15
3 Background colour is not as per
specification.
4 Validation message box has wrong
message.
5 System
# Development Duration Value
1 More than a week 5
2 2 to 7 days 7
3 Less than 2 days 10
# Development complexity Value
1 Complex 5
2 Medium 7
3 No impact 10
# Impact to other area’s Value
1 Major 5
2 Medium 7
3 Minor 10
Weighted
Criteria's
8.2 I T&T O

It is used to sort a list of items into order of relative importance.
Used usually when short list of items needs to be prioritised.
The rigorous approach can be helpful in gaining agreement within a group
It helps to present right decision to lead to a more successful outcome.
8.2 I T&T O

1. List items
to prioritise
2. Identify
criteria
3. Identify
weights
4. Score
items
5. Total
scores
6. Interpret
7. Take
action
Lowcostof
implementation
Lowrunning
costs
Highchanceof
success
Highchanceof
beingapproved
Weight: 2 5 3 4
Full supplier review system 1 3 5 2 11 40
New supplier managers 5 4 3 1 13 43
Short education program 3 1 3 4 11 36
Reselection of suppliers 2 1 2 3 8 27
Unweightedtotal
Weightedtotal
CriteriaScoring:
1 = meets criteria poorly
5 = meets criteria very well
Weighting:
1 = unimportant,
5 = very important
5x2 + 4x5
+ 3x3 + 1x4
1
2
3
4
5
New suppliers managers would need work to get approved.
Work on getting sponsorship. Support with short education program.
6
7
8.2 I T&T O

8.2 Perform Quality Assurance->T&T->QM&CT Overview
Classifying large number of ideas into groups.
What might go wrong in a plan under development.
Different problems are related to each other. Used after Case-and-effect,
mind mapping, affinity diagram.
General plan is related to specific parts. Action plan.
Communication.
Prioritize tasks. Options based on weighted criteria.
How activates are connected. When to apply quality procedures.
Relationship between factors, causes, and objectives. Many to may
relations.
8.2 I T&T O

Quality audits
Quality audits are independent reviews of the quality processes
& procedures.
Quality audits can done randomly or can be scheduled based.
Audits can be carried externally or internally.
Quality audits can confirm implementation of:
Approved
changes
Corrective
actions
Preventive
action
Defect repairs
8.2 Perform Quality Assurance-> T&T->Quality Audits
8.2 I T&T O

Process
Analysis
Implement plan outlined in “Process Improvement Plan”
which was an output to Plan Quality Management process.
Use root-cause analysis to identify problems in processes
and take preventive actions.
8.2 Perform Quality Assurance->T&T->Process Analysis
8.2 I T&T O

Change requests PMP updates
Project doc’s
updates OPA updates
8.2 Perform Quality Assurance -> Output
8.2 I T&T O

8.2 Perform Quality Assurance -> Output
Change requests related to corrective, preventive, and
defect repair are made.
Quality Management Plan, Scope Management Plan,
Schedule Management Plan, and Cost Management
Plan are updated.
Audit Reports, Training Plans, and Process
Documentation are updated.
Organization quality standards and quality management
systems are updated
8.2 I T&T O

8.2 Perform Quality Assurance -> Process Flow Chart
8.2 I T&T O

Self Assessment
d. Where it is determined if standards are being met, work is
continuously improved & problem are identified & fixed.
Perform Quality Assurance process is:
a. Where the customer formally accepts the product.
b. Where the customer performs a test of the product of the
project to check for correctness of the work product.
c. Where any variances are recorded as changes and sent to
Change Control Board for review.
d. Where it is determined if standards are being met, work is
continuously improved & problem are identified & fixed.
8.2 I T&T O

Self Assessment
c. Quality is driven by Prevention.
Which of the following is most TRUE regarding quality?
a. It is cheaper to build quality into a project.
b. Quality is driven by Inspection.
c. Quality is driven by Prevention.
d. Quality always costs more in the long run
8.2 I T&T O

Self Assessment
Answer: c. Present the results of quality audit’s.
A customer is constantly concerned about the product quality &
thinking that quality process are not being followed as agreed in the
quality management plan. How project manager can verify this claim?
a. Invite customer to perform the quality inspections
b. Increasing the sample size
c. Review the results of quality audit’s.
Request customer to review quality management plan
8.2 I T&T O

• Learn visually
8.2 I T&T O

8.3 Control Quality
Control Quality definition
Control Quality - ITTO
Difference between Quality control & assurance
Difference between Quality control & verify scope
What is Inspection?
Review
Self Assessment
8.3 I T&T O

• It is the process of identifying quality requirements and/or
standards for the project and its deliverables
• Document how the project will demonstrate compliance with
relevant quality requirements.
• It is the process of auditing the quality requirements and the
results from quality control measurements to ensure that
appropriate quality standards and operational definitions are
used.
• It is the process of monitoring and recording results of executing
the quality activities to assess performance and recommend
necessary changes.
8.3 I T&T O

Monitoring & recording results of executing quality activities to
assess performance & recommend necessary changes.
- Identifying causes of poor process/product quality & recommend action
-Validating that project deliverables & work to meet the requirements.
8.3 Control Quality
Monitoring & Recording
Recommend
ation
Action
Action
Execution of quality
activities
Assess performance
Recommend necessary
changes
8.3 I T&T O

By: Anand Bobade (nmbobade@gmail.com)Copyrights @ Anand Bobade (nmbobade@gmail.com – 055-5932004)
Quality Control & Quality Assurance process
Direct and Manage
Project work Control Quality
Plan Quality
management
Perform Quality
Assurance
Deliverables
Quality
Checklist
Sampling Inspection
(System testing,
Load testing etc)
Quality Control
measurements
Quality
Audit
Process
Analysis
QMPQuality Matrix
Process
Improvement plan
No. of defects
Defect classification
Perform Integrated
change Control
WPD
PMP Project
Documents
Verified Del’s WPI Validated changes
Change
Request
PMP
updates
Approved CR
Approved CR
review
8.3 I T&T O

8.3 Control Quality
Inputs (8)
• Project management
plan
• Quality metrics
• Quality checklists
• Work performance data
• Approved change
requests
• Deliverables
• Organizational process
assets
Tools & Techniques
(4)
• Seven basic quality
tools
• Statistical sampling
• Inspection
• Approved change
requests review
Outputs (8)
• Quality control
measurements
• Validated changes
• Verified deliverables
• Work performance
information
• Change requests
• PMP updates
updates
• OPA updates
8.3 I T&T O

8.3 Control Quality -> Concepts
Prevention
• It is about keeping errors out of process
Inspection
• It is about keeping errors out of hands of the
customer
Attribute Sampling
• The result of an attribute either conforms or does
not conforms
8.3 I T&T O

8.3 Control Quality -> Concepts
Tolerance:
• Tolerance is a specified range of acceptable results.
Variable Sampling:
• The result of variable is on continuous scale with a
degree of conformity.
Control Limits:
• Control Limits is about specifying boundaries for a
stable process.
8.3 I T&T O

PMP Quality metrics Quality checklists
Work
Performance data
Approved change
requests Deliverables Project documents OPA
8.3 Control Quality -> Input
8.3 I T&T O

8.1 Plan Quality
Management:
8.3: Control
Quality:
Part of
PMP
8.3 I T&T O

Quality metrics
It describes how project or products attributes will be
measured.
8.3 Control Quality -> Input->Quality Metrics
Function Points (FP):
• In IT, FP are used to count number of function, an
information system providing to a business.
• Can be used for estimation.
Mean time between Failures (MTBF):
• It shows reliability of product.
• It specifies time between two failures.
• E.g., hard disk will have a failure after 300,000 hours.
Mean time to repair (MTTR):
• It is average amount of time a device/product will need
to be repaired.
8.3 I T&T O

Quality Management Plan of the Project
Management Plan.
A list that will help us to verify, if produced
deliverables fulfils product/project requirements.
The data gathered from actual, which can include
planned Vs actual schedule performance, cost
performance and technical performance.
The changes requested may include defect
repairs which needs to quality controlled and
verified.
8.3 I T&T O

Deliverables are validated in Control Quality
process.
Agreements, quality audit documents, training
plans and their assessment, process documentation
Organization’s quality policies, defect reporting
procedure, and communication policy
8.3 I T&T O

Seven basic
quality tools
Statistical
sampling Inspection
Approved CR
review
8.3 Control Quality -> Tools & Techniques
8.3 I T&T O

8.3 Control Quality -> Tools & Techniques
These were explained in Plan Quality Management -> Tools &
Techniques
As defined in the Quality Management Plan, samples are selected
and tested (Already explained)
Inspection refers to the examination of the product in order to
determine whether it according to the documented standards
(review, peer reviews, audits, or walkthroughs). Inspections are
also used to validate defect repairs.
All the approved change requests are reviewed to verify they are
implemented as approved.
8.3 I T&T O

Quality control
measurements
Validated changes
Verified
deliverables
Work
performance
information
Change requests
PMP updates Project documents
updates
OPA updates
8.3 Control Quality -> Output
8.3 I T&T O

8.2 Perform
Quality Assurance:
8.3: Control
Quality:
Quality control
measurements
8.3 I T&T O

8.3 Control Quality->Output->Verified Deliverables
Goals of Control Quality is to verify the correctness of deliverables.
Thus deliverables are either verified or rejected.
The verified deliverables becomes input to Validate Scope process
where they are formally accepted or rejected.
Verified
deliverables
Direct & Manage
Project Work ->
Deliverables
Control Quality
(Quality tools &
Inspection)
Verified Deliverables
(Output)
Scope Management
(Validate Scope)
8.3 I T&T O

8.3 Control Quality -> Output->Validated changes
Validated
changes
Changed or repaired product, based on approved CR, are validated in
Control Quality process.
This is done using Review Approved Change Requests technique.
The change or repaired done is either validated or rejected.
This information is further used in Monitor & control project work.
Integrated Change
Control -> Approved
Change Request
Quality Control ->
Approved CR review
tool
Validated changes Monitor & Control
project work
8.3 I T&T O

Quality control
measurements
Control Quality Measurements are the results of Control Quality
process.
These are input to Perform Quality Assurance process
Examples:
No. of test cases executed
No. of test cases passed
No. of text failed
No. of open defects
No. of closed defects
8.3 Control Quality->Output->Quality Control measure
Inspection
-> Software testing (SIT)
-> Construction quality test
8.3 I T&T O

Work
performance
information
WPI is performance related data that is output to many
monitoring and controlling processes
This is used in Monitor & control project work for
further analysis.
WPI will show:
Projects achievement against requirements.
Information about rejections.
Reasons for the rejections.
Rework required.
Need for change in quality processes.
8.3 Control Quality->Output->WPI
8.3 I T&T O

Change requests in the form of rework, repair, change
to management plan etc are made.
Quality Management Plan, and
Process Improvement Plans might be updated
Agreements, quality audit documents, training plans
and their assessment, process documentation
Completed Checklists: Documented checklist becomes
part of project document Lesson Learned Doc: Causes
of variances, Reasoning behind corrective action
8.3 I T&T O

Quality Control Vs Verify Scope
Control Quality (monitoring & controlling)
• Performed internally during project execution
• Ensure that product is defect free & all parameters are
within acceptable limits set in the quality control plan.
• Performed by quality control engineer with project
team.
Validate Scope (monitoring & controlling)
• Performed with the client at the end of the project
• Verify if product is complete, all requirements are met,
& product is ready for client acceptance.
• Objective is to get a formal acceptance from client.
• Can be performed far before project ends; can be
done with perform quality control process.
8.3 I T&T O

Quality Assurance Vs Quality Control
Quality Assurance:
• Process of auditing quality requirements & results
from quality control measurements to ensure that
appropriate quality standards & operational
definitions are used.
Quality Control:
• Process of monitoring & recording results of
executing quality activities to assess performance &
recommend necessary changes.
8.3 I T&T O

8.3 Control Quality -> Data Flow Diagram
8.3 I T&T O

Self Assessment
C. The defined requirements of the customers are fulfilled.
Quality is achieved when ___
a. We exceed customer’s every expectation.
b. We exceed customer’s expectation is some way or other.
c. The defined requirements of the customers are fulfilled.
d. The number of benefits far outweighs the number of defects.
8.3 I T&T O

Self Assessment
d. The Senior Management
In the end, Quality is the responsibility of
a. The Customer
b. The Project Manager
c. The Team Members
d. The Senior Management
8.3 I T&T O

Review!!
8.1 Plan Quality
Management:
8.2 Perform Quality
Assurance:
8.3: Control
Quality:
Cost-benefit
analysis
Cost of quality
Seven basic
quality tools
Benchmarking
Design of
experiments
Statistical
sampling
Additional
quality
planning tools
Meetings
Cause-and-
Effect
Flowcharts Check-sheet Pareto
Diagram
Histograms Control Charts Scatter
Diagram
Quality
control
measureme
nts
Validated
changes
Verified
deliverables
Work
performanc
e
information
Quality
Management Plan
Process
Improvement
Plan
Quality
Metrics
8.3 I T&T O

Thank You!
To Learn Project Management, Contact Anand Bobade (055 5932004)
•nmbobade@gmail.com
•https://ae.linkedin.com/in/anandbobade
•http://www.slideshare.net/anandbobade
•Conduct Online training, Corporate Training, evening & weekend workshops.
Free learning resources
on slide share

PMP Chap 8 - Project Quality Management

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (20)

Similaire à PMP Chap 8 - Project Quality Management

Similaire à PMP Chap 8 - Project Quality Management (20)

Plus de Anand Bobade

Plus de Anand Bobade (20)

Dernier

Dernier (20)

PMP Chap 8 - Project Quality Management