Projectqualitymanagementsh 150412040819 Conversion Gate01

PROJECT QUALITY
MANAGEMENT
Prepared By
Muhammad Aleem Habib, PMP
aleem@pim.com.pk
Which of the following product has quality?

Zubaida AapaToothpaste (By ZA Corp.)
Price: 45 Rs
Features:
Cleans & Whiten Teeth
Fresh Breadth
Cavity Protection
Sensodyne Rapid Action Toothpaste (By GSK)

Price: 200 Rs
Features:
Cleans Teeth
Fresh Breadth
Remove Stains
Protection from Cavity & Sensitivity
Healthy Gums
Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)
WHAT IS QUALITY?
Quality
Quality is the degree to which the characteristics of a
product meet the demands or expectations of the project.
Or
Simply, Quality is conformance to the requirements. It

includes the product and the customers requirements.
QUALITY & GRADE?
Grade
Grade is a category assigned to products or services having
the same functional use but different technical characteristics.
Quality & Grade

A product can be of high quality (no obvious defects,
readable manual) and low grade (a limited number of
features), or of low quality (many defects, poorly
organized user documentation) and high grade (numerous
features).
Quality vs. Grade Some Important Points!

Low quality does not equal to low grade
Low quality is not acceptable
Low grade is never a problem and it is acceptable

A product or service, regardless of its grade must be of
high quality.
ACCURACY VS. PRECISION
Precise
Accurate
Precision Vs. Accuracy

Accuracy is how close a measured value is to the actual (true)
value. It is the measure of exactness.
Precision is how close the measured values are to each other.

It is an assessment of correctness.
Project management team should determine the appropriate levels of

accuracy and precision.
Approaches to Quality
Detection
Mode
Heavy use of inspection

Manufacturing & QC are
adversaries
Firefighting
Management by crisis
High costs
Lost sales
Loss of competitive
position
Prevention
Mode
Very little inspection

QC is a resource of
Manufacturing - teamwork
Problem elimination
Smooth operations
Continual improvement
Decreasing costs
Increased sales
More competitive
Approaches to Quality
Traditional Approach to Quality
Control the quality of the product by inspection.
Acceptable quality levels (AQL).
Some defects will slip through.
World-Class Approach to Quality
The product is only the result of the process
which makes it.
If the process is correct, the product will be good.
No need to inspect.
What Went Wrong?

In 1986, two hospital patients died after receiving fatal doses
of radiation from a Therac 25 machine after a software
problem caused the machine to ignore calibration data
Britains Coast Guard was unable to use its computers for

several hours in May 2004 after being hit by the Sasser virus,
which knocked out the electronic mapping systems, e-mail,
and other computer functions, forcing workers to revert to
pen, paper, and radios
Quality Management
Prevention Over Inspection
Continuous Improvement
Management Responsibility
Development of Quality Management Concept
Quality Control Corrective Actions
Quality Control
Preventive
Actions
Quality
Management
System
TQM & KAIZEN
Project Quality Management Processes

Plan Quality ManagementThe process of identifying quality requirements
and standards for the project and its deliverables and documenting how the
project will demonstrate compliance with quality requirements.
Perform Quality AssuranceThe process of auditing the quality
requirements to ensure that appropriate quality standards and operational
definitions are used.
Control QualityThe process of monitoring and recording results of

executing the quality activities to assess performance and recommend
necessary changes.
Difference Between Quality Processes

Quality Planning
Quality Assurance
Quality Control
Planning
Execution
Control
Determine which quality standards

are relevant and how to measure
them
Determine if the quality

measurement is relevant
Perform the measurement and

compare to the plan
Quality Assurance Vs. Quality Control

Quality assurance is all about prevention, and quality control is all about the detection.
Quality assurance is a proactive process while quality control is a reactive process.
Quality assurance is a process based approach while quality control is a product based approach.
The goal of the quality assurance is to develop a process so that defects do not arise when you are
producing the product, and quality control identifies the defects after the product is produced but is
not yet released or is still in the production phase.
Quality audit is an example of quality assurance. Inspection and testing are examples of the quality
control process.
QUALITY: SOME CORE

CONCEPTS
Cost of Quality (COQ)

Total costs
incurred
by:
Investment in preventing nonconformance to requirements
Appraising the product or service for conformance to

requirements
Failing to meet requirements (rework).
Cost of Quality
Cost of Quality
Conformance
Prevention
Appraisal
Non-Conformance
Internal
Failures
External
Failures
Cost of Poor Quality
.. should be less then..
<
Ishikawas 7 Basic Tools of Quality

Kaoru Ishikawa developed seven basic visual tools
of quality so that the average person could analyze
and interpret data.
These tools have been used worldwide by
companies, managers of all levels and employees.
Basic 7 QC Tools
Check Sheets
Histograms
Pareto Charts
Cause and Effect Diagrams
Flow Chart
Control Charts
Scatter Diagrams
Basic 7 QC Tools
Basic 7 QC Tools can be subdivided into:
1)
Mathematical statistical Tools.

i)
ii)
iii)
iv)
2)
Histograms,
Pareto Charts,
Control Charts
Scatter Diagrams,
Logical tools
i) Check Sheets
ii) Cause and Effect Diagrams,
iii) Flow Chart,
Cause and Effect Diagram (Fishbone)

AkA Ishikawa diagram or the fishbone diagram.
It is a tool for discovering the root cause for a particular problem.
The major purpose of this diagram is to act as a first step in problem
solving by creating a list of possible causes.
Can also use the 5 whys technique where you repeat the question
Why (five is a good rule of thumb) to peel away the layers of
symptoms that can lead to the root cause
Checksheets
A check sheet is a structured, prepared form for collecting
and analyzing data.
Are used to organize facts in a manner that will facilitate the
effective collection of useful data about a potential quality
problem.
They are especially useful when data can be observed and

collected repeatedly by the same person or at the same
location.
Control Charts
A control chart is used to examine a process to see if it is in control
or out of control over the period of time.
Also called statistical process control.
A control chart always has a central line for the average, an upper
line for the upper control limit (UCL) and a lower line for the lower
control limit (LCL). These lines are determined from historical data.
Control charts
Upper and lower specification limits are provided in the contract and you cannot
cross them.
The upper and lower control limit are determined by the project manager.
By comparing current data to these lines, you can draw conclusions about
whether the process variation is consistent (in control) or is unpredictable (out of
control, affected by special causes of variation).
If the 99.73% (3-sigma) of all the points fall between the upper and lower control
limits, you will say that the process is under control.
Rule of Seven
If seven
or more consecutive data points fall on one side of the

mean, then there must be an investigation initiated to find out the
reason for it, even if these points fall within the control limits.
Control charts
Rule of seven (non random data points)
Out of control
Assignable/special cause
Upper control limit
Lower control limit
Out of control
Assignable/special cause
Specification limit: is
point determines by
customer, not calculated
based on control chart
Normal and expected variation

Usually 3 or 6 sigma
Pareto Charts
Pareto charts are used to identify and prioritize problems to be
solved.
They are actually histograms aided by the 80/20 rule introduced by
Vilfredo Pareto.
The 80/20 rule as it applies to quality says that a small number of
causes (20 percent) create the majority of the problems (80 percent).
Pareto charts are displayed as histograms that rank-order the most
important factors by their frequency over time.
Scatter Diagram
A scatter diagram is used to examine the relationship
between the two, paired, interrelated data types, such as
height and weight of a person.
A scatter diagram provides a means to find whether or not
these two data types are interrelated.
It is also utilized to determine how closely they are related

to identify a problem point that should be controlled or
improved.
Scatter Diagram for faulty installations
Number of installations per crew
180
160
140
120
100
80
60
40
20
0
0
Number of faulty installations

Flow Charts
A graphical representation of a process showing the
relationships among process steps.
It can help project to identify the points where
quality problems might occur and may cause failures.
Preventive or corrective measures can be taken to
avoid problems.
A visual representation of a process which can help in identifying points where

failures may occur and intervention is useful
When to Use Flow Charts

To develop understanding of how a process is done.
To study a process for improvement.
To communicate to others how a process is done.
To document a process.
When planning a project.
Histogram
A histogram displays the data in the form of a bar graph,
helps to identify which problems are worth dealing with.
A typical histogram present data in no particular order
and without reference to time.
Just like Pareto diagrams you can use them to anticipate
potential problems in plan quality management process.
Histogram
Pareto Chart
Use of 7QC Tools in Process Identification and Analysis
PDCA
Walter Shewhart
W. Edwards Deming
The concept of the PDCA Cycle was

originally developed by Walter Shewhart,
the pioneering statistician who developed
statistical process control in the Bell
Laboratories during the 1930's. It is often
referred to as `the Shewhart Cycle'.
It was taken up and promoted very

effectively from the 1950s on by the
famous Quality Management authority,
W. Edwards Deming, and is consequently
known by many as `the Deming Wheel'.
The PDCA Continuous Improvement Cycle

Shewhart Cycle / Deming Wheel
Plan
(What / Why)
Act
(Implement
Do
(Test)
Check
(Analyze)
Plan-Do-Check-Act
Plan to improve your operations first by finding out what things are going wrong (that is identify the
problems faced), and come up with ideas for solving these problems.
Do changes designed to solve the problems on a small or experimental scale first. This minimizes
disruption to routine activity while testing whether the changes will work or not.
Check whether the small scale or experimental changes are achieving the desired result or not. Also,
continuously Check nominated key activities (regardless of any experimentation going on) to ensure that
you know what the quality of the output is at all times to identify any new problems when they crop up.
Act to implement changes on a larger scale if the experiment is successful. This means making the
changes a routine part of your activity. Also Act to involve other persons (other departments, suppliers,
or customers) affected by the changes and whose cooperation you need to implement them on a larger
scale, or those who may simply benefit from what you have learned (you may, of course, already have
involved these people in the Do orMuhammad
trial stage).
Aeleem Habib, PMP (aleem@pim.com.pk)
Tools used during PDCA
Six Sigma
Six Sigma is a statistical measure expressing how close a service comes
to meeting its quality goals.
To achieve superior quality, quantitatively this means that the average
process generates less than 3.4 defects per million opportunities.
This means we need to learn how to be nearly flawless in executing our
key processes.
Reducing variability is the essence of Six Sigma.
DMAIC
Define - improvement of project goals, goals based on customer
needs and wants
Measure - current process and establish metrics to monitor the
path to achievement of goals
Analyze - current process to understand problems and their causes
Improve - process by identifying and piloting solutions to problems

Control - improved process with standardization and ongoing
monitoring.
Six Sigma and Statistics

The term sigma means standard deviation. Standard deviation
measures how much variation exists in a distribution of data
Standard deviation is a key factor in determining the
acceptable number of defective units found in a population.
A small s.d. means the data clusters closely around the middle
of a distribution and there is little variability in the data.
Six Sigma projects strive for no more than 3.4 defects per
million opportunities.
Normal Distribution and Standard Deviation
Normal Distribution and Standard Deviation
Six Sigma Success Stories

Motorola, Inc. pioneered the adoption of Six Sigma in the
1980s and saved about $14 billion in cumulative savings.
Needed to survive Japanese competition!
Allied Signal/Honeywell saved more than $600 million a year

by reducing the costs of reworking defects and improving
aircraft engine design processes. Talking about the process
and the customer became part of their everyday conversation.
Six Sigma & Lean Six Sigma

Six Sigma
Lean Six Sigma
Goal
Identifies and eliminates complex

sources of variability
Eliminates simpler sources of

variability and creates flow by
eliminating waste
Targets
85%--90%
20%-50%
Approach
Expert Driven- requires thorough

understanding of experimental design and
applied statistics
Front Line Driven-Utilizing the

collective wisdom of point of
care staff with Lean expertise
guiding
Length of
Project
4 months to 1 year
1 week to 3 months
Training
Technical classroom training
Learn by doing
Design of Experiment
A statistical method that allows you to experimentally
change all of the important variables in a process to
determine what combination will optimize overall quality!
It is a quality planning technique that helps identify which

variables have the most influence on the overall outcome
of a process
DOE Example
Applies to project management issues, such as cost and schedule
trade-offs!
Junior programmers cost less than senior programmers but will
not produce the same level of work in the same amount of time.
An appropriately designed experiment to compute` project costs
and durations for various combinations of staff can help determine
an optimal mix of personnel.
Statistical Sampling
Statistical sampling involves choosing part of a population
of interest for inspection
This is needed when the population is too large be to be

completely sampled
The size of a sample and frequency of measurement are
determined as part of the Plan Quality Management
Process.
Why sampling?
Studying
the entire
populatio
n
Take too long

Cost too much
Be too destructive
Benchmarking
Benchmarking involves comparing actual or planned project practices to
those of other past projects.
Benchmarking is used to generate ideas for improvement or to select
best practice to use as standard for performance
Benchmarking is used for process and product improvement
The other projects may be within the performing organization or
outside of it, and may be within the same application area or in another.
Total Quality Management

A philosophy that involves everyone in an
organization in a continual effort to improve quality
and achieve customer satisfaction.
The TQM Approach

Find out what the customer wants
Design a product or service that meets or exceeds customer wants
Design processes that facilitates doing the job right the first time
Keep track of results

Extend these concepts to suppliers
Elements of TQM
Continual improvement
Competitive benchmarking
Employee empowerment
Team approach
Decisions based on facts

Knowledge of tools
Supplier quality
PROJECT QUALITY MANAGEMENT

PROCESS
Project Quality Management Processes

Plan Quality ManagementThe process of identifying quality requirements
and standards for the project and its deliverables and documenting how the
project will demonstrate compliance with quality requirements.
Perform Quality AssuranceThe process of auditing the quality
requirements to ensure that appropriate quality standards and operational
Control QualityThe process of monitoring and recording results of

executing the quality activities to assess performance and recommend
necessary changes.
Plan Quality
Plan quality management is the process of identifying quality requirements
and/or standards for the project and the deliverables and documenting how
the project will demonstrate compliance with relevant quality requirements.
What is quality? How will we ensure it?
Provides guidance and direction on how quality will be managed and

validated throughout the project.
Plan Quality: Inputs

Scope Baseline: The product scope often contains details of technical issues and other
concerns that can affect quality planning
Stakeholder register: Identify stakeholders possessing a particular interest in, or having an
impact on, quality
Requirements Documentation: The components of the requirements documentation
include project (and product) quality requirements.
Risk register: Risk register contains information on threats and opportunities that may
impact quality requirements.
Enterprise Environmental factors:
Organizational process assets:
Plan Quality Management Tools & Techniques

Cost-benefit Analysis
Cost of Quality (COQ)

Seven Basic Quality Tools
Benchmarking
Design of Experiments
Statistical Sampling
Plan Quality Management: Outputs

Quality Management Plan
Quality Metrics
Quality Checklists
Process Improvement Plan
Project Document Updates

It describes
how the project management team will implement the

performing organizations quality policy.
It documents the:
Resources needed
to carry out the quality plan

Responsibilities of the project team in implementing quality
Processes and procedures the project team use to satisfy quality
requirements
Quality Control / Assurance techniques, and continuous improvement
processes.
Quality Metrics
A quality metric is an operational definition that describes what is being
measured and how it will be measured during the Perform Quality
Assurance / Control processes.
A measurement is an actual value.
Some examples of quality metrics include Defect density, Failure rate,

Availability, Reliability and Test coverage.
Quality Checklists
Quality checklists are documents that outline the key steps that must be
performed and in the correct order to ensure quality.
They are usually phrased as imperatives (Do this) or interrogatories (Have
you done this?).
Many organizations have standardized checklists available to ensure
consistency in frequently performed tasks.
Checklists are also available from professional associations or commercial
service providers.
Quality checklists are heavily used in the quality control process.
Perform Quality Assurance

Quality Assurance process involves performing systematic quality activities and
uses quality audits to ensure that appropriate quality standards and operational
Quality assurance contributes to the state of being certain about quality by
inspecting out defects during the work-in-progress stage
Perform Quality Assurance is an execution process that uses data from Plan and
Control Quality processes.
Quality assurance work will fall under the conformance work category in the
cost of quality framework.
Perform Quality Assurance: Inputs

Process Improvement Plan
Quality Metrics
Quality Control Measurements
Project Documents
Perform Quality Assurance: Tools and

Techniques
Plan Quality and Perform Quality Control tools and
techniques
Quality audits
Process analysis
Quality Audits
Quality audits are independent reviews performed by trained auditors or
third-party reviewers.
Quality audits examine and uncover inefficient processes and procedures as
well as processes that are not in compliance with organizational practices.
Quality audits may be scheduled or random, and may be conducted by
internal or external auditors.
Quality audits confirm the implementation of approved change requests,

corrective actions, defect repairs, and preventive actions.
Quality Audits: Objectives

Identify all good and best practices being implemented;
Identify all nonconformity, gaps, and shortcomings;
Share good practices introduced or implemented in similar projects in

the organization and/or industry;
Proactively offer assistance in a positive manner to improve
implementation of processes to help the team raise productivity; and
Highlight contributions of each audit in the lessons learned repository
of the organization. Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)
Process Analysis
Process
analysis follows the steps outlined in the process

improvement plan to identify needed improvements.
This analysis also examines:
Problems experienced while conducting the project
Constraints experienced while conducting the work of the project
Inefficient and ineffective processes identified during process
operation
Includes
root cause analysis, a specific technique to analyze a

problem/situation, determine the underlying causes that lead to it,
and create preventive actions for similar problems.
Perform Quality Assurance Outputs

Change Requests: Change requests are used to take corrective action,
preventive action, or to perform defect repair.
Project Management Plan Updates: Quality management plan, Scope

management plan, Schedule management plan and Cost management plan.
Project Document Updates: Quality audit reports, Training plans, and
Process documentation.
Organizational Process Assets Updates: Organizations quality standards and
the quality management system.
Perform Quality Control

Perform Quality Control is the process of monitoring and
recording results of executing the quality activities to assess
performance and recommend necessary changes
This process helps in identifying the causes of poor quality
It also helps in validating that project deliverables and work

meet the requirements
Perform Quality Control: Inputs

Project Management Plan: The quality management plan describes how quality
control will be performed within the project.
Quality Metrics: A quality metric describes a project or product attribute and
how it will be measured. Some examples of quality metrics include: function
points, mean time between failure (MTBF), and mean time to repair (MTTR).
Quality Checklists: Quality checklists are structured lists that help to verify that
the work of the project and its deliverables fulfill a set of requirements.
Work Performance Data: Work performance data can include, Planned vs.
actual technical performance, Planned vs. actual schedule performance, and
Planned vs. actual cost performance.
Perform Quality Control: Inputs

Approved Change Requests: Approved change requests may include
modifications such as defect repairs, revised work methods, and
revised schedule.
Deliverables: A deliverable is any unique and verifiable product,
result, or capability that results in a validated deliverable required by
the project.
Organizational Process Assets: It includes, Organizations quality

standards and policies, Standard work guidelines, and Issue and
defect reporting procedures and communication policies.
Perform Quality Control: Tools and Techniques

Seven Basic Quality Tools
Statistical sampling
Inspection
Approved Change Requests Review
Inspection
Inspection involves physically looking at, measuring, or testing results to determine
whether they conform to the quality standards.
Inspection will tell you where problems exist and gives you the opportunity to correct
them, thus leading to quality improvements.
Inspections might occur after the final product is produced or at intervals during the
development of the product.
Inspected work is either accepted or rejected.

When work is rejected, it might have to go back through the process for rework.
Attribute sampling is often used as an inspection technique.
Perform Quality Control: Outputs

Validated changes are the results of changes, defect repairs, or variances that have
been inspected and corrected.
Validated deliverables involves using the tools and techniques of this process to
determine if the deliverable is correct and accurate. This output becomes an input
to the next process, Verify Scope.
Change Requests: If the recommended corrective or preventive actions or a defect
repair requires a change to the project management plan, a change request should
be initiated in accordance with the defined Perform Integrated Change Control
process.
Perform Quality Control: Outputs

Organizational Process Assets Updates: Completed checklists become part of the
projects documentation and are included as part of the organizational process asset
updates. Lessons learned should include the causes of variances found during this
process and why the corrective actions were recommended.
Project Management Plan Updates: Updates to the quality management plan and
the process improvement plan may be required as part of the project management
plan updates output of this process.
Project Document Updates: Quality standards may also need updating as a result of
this process, and they are included in the project document updates output.
IDENTIFY WHICH TOOL WILL BE

USED IN THE GIVEN SITUATION?
ANSWERS
Benchmarking
Stat Sampling
Design of
Experiment
Pareto Chart
Cost Benefit
Analysis
Control Chart
Checklists
Sampling
Flow Chart
Control Chart
Check sheets
Fishbone
Diagram
Histogram
Scatter Diagrams
Pareto Charts
Checklist
Fishbone
Diagram
Inspection
QUESTIONS
Q: A customer is concerned that the quality process is not being

followed as laid out in the quality management plan. The best way to
see if this claim is accurate is:
A.
Random sampling
B.
Kaizen
C.
Personally participate in the quality inspections
D.
Audits
Q: A customer is concerned that the quality process is not being

followed as laid out in the quality management plan. The best way to
see if this claim is accurate is:
A.
Random sampling
B.
Kaizen
C.
Personally participate in the quality inspections
D.
Audits
Q: When a product or service completely meets a customers

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.
Q: When a product or service completely meets a customers

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.
Q: Who is ultimately responsible for quality management on the

project?
A.
The project engineer
B.
The project manager
C.
The quality manager
D.
The team member
Q: Who is ultimately responsible for quality management on the

project?
A.
The project engineer
B.
The project manager
C.
The quality manager
D.
The team member
Q: Quality is:
A.
Meeting and exceeding the customers expectations.
B.
Adding extras to make the customer happy.
C.
The degree to which the project meets requirements.
D.
Conformance to managements objectives
Q: Quality is:
A.
Meeting and exceeding the customers expectations.
B.
Adding extras to make the customer happy.
C.
The degree to which the project meets requirements.
D.
Conformance to managements objectives
Q: All of the following are examples of perform quality control

Except:
A.
Inspection.
B.
Cost of quality.
C.
Pareto chart.
D.
Fishbone diagram
Q: All of the following are examples of perform quality control

Except:
A.
Inspection.
B.
Cost of quality
C.
Pareto chart.
D.
Fishbone diagram
Q: Testing the entire population would:

A.
Take too long.
B.
Provide more information than wanted.
C.
Be mutually exclusive.
D.
Show many defects.
Q: Testing the entire population would:

A.
Take too long.
B.
Provide more information than wanted.
C.
Be mutually exclusive.
D.
Show many defects.
Q: All of the following are examples of cost of non-conformance

Except:
A.
Rework.
B.
Quality training.
C.
Scrap.
D.
Warranty costs.
Q: All of the following are examples of cost of non-conformance

Except:
A.
Rework.
B.
Quality training.
C.
Scrap.
D.
Warranty costs.
Q: Standard deviation is a measure of how:

A.
Far the estimate is from the highest estimate.
B.
Far the measurement is from the mean.
C.
Correct the sample is.
D.
Much time remains in the project.
Q: Standard deviation is a measure of how:

A.
Far the estimate is from the highest estimate.
B.
Far the measurement is from the mean.
C.
Correct the sample is.
D.
Much time remains in the project.
Q: You are managing a project in JIT environment. This will require

more care as the amount of inventory in such an environment is
generally:
A.
45 percent
B.
10 percent
C.
12 percent
D.
0 percent
Q: You are managing a project in JIT environment. This will require

more care as the amount of inventory in such an environment is
generally:
A.
45 percent
B.
10 percent
C.
12 percent
D.
0 percent
Q: Which of the following explains why quality is planned in and not

inspected in?
A.
It reduces quality and is less expensive.
B.
It improves quality and is more expensive.
C.
It reduces quality and is more expensive.
D.
It improves quality and is less expensive.
Q: Which of the following explains why quality is planned in and not

inspected in?
A.
It reduces quality and is less expensive.
B.
It improves quality and is more expensive.
C.
It reduces quality and is more expensive.
D.
It improves quality and is less expensive.
Q: A project manager wants to perform a code review, but over two

million lines of code have already been written for this project, and
more are being produced every day. Rather than reviewing each line
of code, the manager should consider:
A.
Automated testing tools
B.
Trend analysis
C.
D.
Regression analysis
Q: A project manager wants to perform a code review, but over two

million lines of code have already been written for this project, and
more are being produced every day. Rather than reviewing each line
of code, the manager should consider:
A.
Automated testing tools
B.
Trend analysis
C.
D.
Regression analysis
Q: Which of the following is NOT a part of the Plan Quality process?

A.
Benchmarking
B.
Audits
C.
Cost benefit analysis
D.
Design of experiments
Q: Which of the following is NOT a part of the Plan Quality process?

A.
Benchmarking
B.
Audits
C.
Cost benefit analysis
D.
Design of experiments
Q: Reduced quality on a project would MOST likely lead to which of

the following:
A.
Rework and increased cost risk
B.
Increased inspections and decreased cost
C.
Absenteeism and decreased cost
D.
Reduced quality limits
Q: Reduced quality on a project would MOST likely lead to which of

the following:
A.
Rework and increased cost risk
B.
Increased inspections and decreased cost
C.
Absenteeism and decreased cost
D.
Reduced quality limits
Muhammad Aleem Habib

MBA, MS, PMP, CISA, MCSE
Chief Management Consultant & Trainer at
Pakistan Institute of Management
Please send me your feedback, comments and questions at:

aleem@pim.com.pk
If you found this presentation useful, Please dont forget to like it.

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PROJECT QUALITY

Which of the following product has quality?

Sensodyne Rapid Action Toothpaste (By GSK)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Simply, Quality is conformance to the requirements. It

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

QUALITY & GRADE?

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Quality & Grade

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Quality vs. Grade Some Important Points!

Low grade is never a problem and it is acceptable

ACCURACY VS. PRECISION

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Precision Vs. Accuracy

Precision is how close the measured values are to each other.

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Project management team should determine the appropriate levels of

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Heavy use of inspection

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Very little inspection

What Went Wrong?

Britains Coast Guard was unable to use its computers for

Development of Quality Management Concept

Quality Control Corrective Actions

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

TQM & KAIZEN

Project Quality Management Processes

Control QualityThe process of monitoring and recording results of

Difference Between Quality Processes

Determine which quality standards

Determine if the quality

Perform the measurement and

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Quality Assurance Vs. Quality Control

Quality assurance is a proactive process while quality control is a reactive process.

QUALITY: SOME CORE

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Cost of Quality (COQ)

Investment in preventing nonconformance to requirements

Appraising the product or service for conformance to

Failing to meet requirements (rework).

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Cost of Poor Quality

.. should be less then..

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Ishikawas 7 Basic Tools of Quality

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Mathematical statistical Tools.

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Cause and Effect Diagram (Fishbone)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

They are especially useful when data can be observed and

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)

Muhammad Aeleem Habib, PMP (aleem@pim.com.pk)