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PROJECT QUALITY MANAGEMENT (Concept (includes the processes for…
PROJECT QUALITY MANAGEMENT
Contain
Manage Quality
Inputs
1 Project management plan
2 Project documents
3 Organizational process assets
Tools and Techniques
1 Data gathering
2 Data analysis
3 Decision making
4 Data representation
5 Audits
6 Design for X
7 Problem solving
8 Quality improvement methods
Outputs
1 Quality reports
2 Test and evaluation documents
3 Change requests
4 Project management plan updates
5 Project documents updates
Concept
The process of
translating the quality management plan
into executable quality activities
incorporate the organization’s quality policies into the project
Control Quality
Inputs
1 Project management plan
2 Project documents
3 Approved change requests
4 Deliverables
5 Work performance data
6 Enterprise environmental factors
7 Organizational process assets
Tools and Techniques
1 Data gathering
2 Data analysis
3 Inspection
4 Testing/product evaluations
5 Data representation
6 Meetings
Outputs
1 Quality control measurements
2 Verified deliverables
3 Work performance information
4 Change requests
5 Project management plan updates
6 Project documents updates
Concept
The process of
monitoring and recording the results of executing the quality management activities
to assess performance and ensure the project outputs are complete, correct, and meet customer expectations
Plan Quality Management
Tools and Techniques
1 Expert judgement
considered from
individuals
groups
with specialized knowledge or training
topics
Quality assurance,
Quality control,
Quality measurements,
Quality improvements, and
Quality systems.
2 Data gathering
Benchmarking
comparing
actual or planned project practices or the project’s quality standards
to those of comparable projects
to identify best practices, generate ideas for improvement, and provide a basis for measuring performance
may exist within the performing organization or
outside of it, or can be within the same application area or other application area
allows for analogies from projects in a different application area or different industries to be made
Brainstorming
gather data creatively from a
group of team members or subject matter experts
to develop the quality management plan that best fits
the upcoming project
Interviews
identified Project and product quality needs and expectations, implicit and explicit, formal and informal
interviewing experienced project participants, stakeholders,
and subject matter experts
should be conducted in an environment of trust and confidentiality
to
encourage honest and unbiased contributions
3 Data analysis
Cost-benefit analysis
is a financial analysis tool used to estimate the strengths and
weaknesses of alternatives
in order to determine the best alternative in terms of benefits provided
determine if the planned quality activities are cost effective
meeting quality requirements
less rework
higher productivity
lower costs
increased
stakeholder satisfaction
increased profitability
Cost of quality
Cost of Nonconformance (because of failures)
Internal Failure Costs
Failures found by the project
• Rework
• Scrap
External Failure Costs
Failures found by the customer
• Liabilities
• Warranty work
• Lost business
Cost of Conformance (to avoid failures)
Prevention costs
Build a quality product
• Training
• Document processes
• Equipment
• Time to do it right
Appraisal costs
evaluating, measuring, auditing, and testing the products, deliverables, or services of the specific project.
• Testing
• Destructive testing loss
• Inspections
4 Decision making
5 Data representation
6 Test and inspection planning
7 Meetings
Outputs
1 Quality management plan
2 Quality metrics
3 Project management plan updates
Risk management plan
Scope baseline
4 Project documents updates
Lessons learned register
Requirements traceability matrix
Risk register
Stakeholder register
Concept
The process of identifying quality
requirements
standards for the project and its deliverables
documenting how the project will
demonstrate compliance with
quality requirements
standards
Inputs
2 Project management plan
Requirements management plan
provides the approach for identifying, analyzing, and managing the requirements
reference by the quality management plan and
quality metrics
Risk management plan
the approach for
identifying, analyzing, and monitoring risks
Stakeholder engagement plan
provides
the method for documenting the stakeholders’ needs
expectations that provide the foundation for quality
management.
Scope baseline
includes
the acceptance criteria for the deliverables
3 Project documents
Assumption log
all the assumptions and constraints
regarding quality requirements and standard compliance
Requirements documentation
Requirements traceability matrix
links
product requirements to deliverables
helps to ensure each requirement in the requirements documentation is tested
Risk register
Stakeholder register
4 Enterprise environmental factors
Governmental agency regulations;
Rules, standards, and guidelines specific to the application area;
Geographic distribution;
Organizational structure;
Marketplace conditions;
Working or operating conditions of the project or its deliverables; and
Cultural perceptions.
5 Organizational process assets
Organizational quality management system including policies, procedures, and guidelines;
Quality templates such as check sheets, traceability matrix, and others; and
Historical databases and lessons learned repository.
1 Project charter
high-level project description and product characteristics
the project approval requirements
measurable project objectives
related success criteria that will
influence the quality management of the project
Concept
includes the processes for incorporating the organization’s quality policy
regarding planning, managing, and controlling project and product quality requirements
in order to meet stakeholders’ objectives
also supports continuous process improvement activities as undertaken on behalf of the performing organization
Overview
KEY CONCEPTS
Quality and grade
Quality
a delivered performance or result
“the degree to which a
set of inherent characteristics fulfill requirements”
Grade
a design intent
a category assigned to
deliverables having the same functional use but different technical characteristics
Management
managing the trade-offs associated with delivering the required levels of both quality and grade
problem
a quality level that fails to meet quality requirements
may not be a problem
a low-grade product
example
a suitable low-grade product (one with a limited number of features) is of high quality
(no obvious defects)
a high-grade product (one with numerous features) is of low quality (many defects). In
essence, a high-grade feature set would prove ineffective and/or inefficient due to low quality
the differences between the
following pairs of terms:
Prevention is preferred over inspection
Prevention
keeping errors out of the process
Inspection
keeping errors out of the hands of the customer
Attribute sampling vs variable sampling
Attribute sampling
the result either conforms or does not conform
Variable sampling
the result is rated on a continuous scale that measures the degree of conformity
Tolerances and control limits
Tolerances
specified range of acceptable results
Control limits
identify the boundaries of common variation in a statistically stable process or process performance
The cost of quality (COQ)
incurred
preventing
nonconformance to requirements
appraising the product or service for conformance to requirements
failing to
meet requirements (rework)
Levels of increasingly effective quality management
Usually, the most expensive approach is to let the customer find the defects. This approach can lead to warranty issues, recalls, loss of reputation, and rework costs.
Detect and correct the defects before the deliverables are sent to the customer as part of the quality control process. The control quality process has related costs, which are mainly the appraisal costs and internal failure costs.
Use quality assurance to examine and correct the process itself and not just special defects.
Incorporate quality into the planning and designing of the project and product.
Create a culture throughout the organization that is aware and committed to quality in processes and products.
TRENDS AND EMERGING PRACTICES
Customer satisfaction
fitness for use
(the product or service needs to satisfy the real needs)
a combination of conformance to requirements
(to ensure the project produces what it was created to produce)
Continual improvement
plan-do-check-act (PDCA) cycle
improve
the quality of project management
well as the
quality of the end product, service, or result
Management responsibility
the participation of all members of the project team
responsibility for quality, a related responsibility
provide suitable resources
at adequate capacities
Mutually beneficial partnership with suppliers
The organization should prefer long-term relationships
over short-term gains
TAILORING CONSIDERATIONS
Policy compliance and auditing
quality policies and procedures exist in the organization
quality tools, techniques, and templates
Standards and regulatory compliance
any specific quality standards in the industry
any specific governmental, legal, or regulatory constraints
Continuous improvement
How will quality improvement be managed
managed at the
organizational level or at the level of each project?
Stakeholder engagement
collaborative environment for stakeholders and suppliers
CONSIDERATIONS FOR AGILE/ADAPTIVE ENVIRONMENTS
Recurring retrospectives regularly check on the effectiveness of the quality processes
agile methods call for frequent quality and review steps built in throughout the project
focus on
small batches of work
incorporating as
many elements of project deliverables as possible