PMBody of Knowledge (Quality) Leangroup Org

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Assiut University
Faculty of Computers and Information
Project Management Body

Of Knowledge
Academic Year 2014/ 2015
Term (1)
Project Quality Management

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Agenda
Week 1 Week 7
Introduction to Project Management Project Quality Management
Organizational Influences and Project Project Risk Management
Life Cycle Week 8
Week 2 Project Stakeholder Management
Project Management Processes Project Communications Management
Project Integration Management Week 9
Week 3 Project Human Resource Management
Project Scope Management Project Procurement Management
Week 4 Week 10
Project Time Management Agile Project Management Techniques
and Practices
Week 5
Project Cost Management Week 11
Agile Development / SDLC Models
Week 6 (7 Dec 2014) Week 12
Wrap-up / Revision
Mid-Term Exam
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What is Quality?
International Organization for Standardization (ISO) defines
quality as
The totality of characteristics of an entity that bear on its ability to satisfy
stated or implied needs. (ISO 8024:1994)
The degree to which a set of inherent characteristics fulfils requirements.
(ISO9000:2000)
Others define quality base on conformance to requirements and
fitness for use.
Conformance to requirements means The processes and products
meet written specifications.
Fitness for use means a product can be used as it was intended.
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What is Grade?
Grade, is a category assigned to products or
services having the same functional use but
different technical characteristics.
e.g., a software 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).
PM with his team are responsible to manage the tradeoffs involved

4 to deliver the required levels of both Quality and Grade
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Precision Vs. Accuracy
Precision means the values of repeated measurements are

clustered and have little scatter.
Accuracy means that the measured value is very close to the
true value.
Precision measurements are not necessarily accurate.
A very accurate measurement is not necessarily precise.
PM with his team must determine appropriate levels of

Accuracy & Precision
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Quality Gurus ( 1)
Quality Management Approaches

Deming Dr. W. Edwards Deming
Deming
s Cycle for Improvement: Crosby Philip B. Crosby
Plan Do Check Act
PLAN for changes to bring about important
DO changes on a small scale first to trial them
Best know for suggesting the
CHECK to see if changes are working and to investigate selected
processes organizations strive for zero defects.
ACT to get the greatest benefit from changes He stressed that cost of poor
quality should include all the
costs of not doing the job right
the first time, such as scrap,
rework, lost labor and machine
hours, lost sales and warranty costs.
(cost of non-
non-conformance)
Quality comes from prevention
Juran Joseph M. Juran

He stressed on the importance of top management
commitment to continuous product quality
improvement 6
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Quality Gurus ( 2)
Quality Management Approaches

Ishikawa Kaoru Ishikawa
He developed the concept of Quality
Circles and pioneered the use of cause-
and-effect diagrams (Fish bone diagram)
Quality Circles are groups of non- n Feigenbaum Armand V
supervisors and work leaders in a single Feigenbaum
company department who volunteer to He developed the concept
conduct group studies on how to improve of Total Quality Control
the effectiveness of work in their (TQC)
department.
The responsibility for
quality should rest with the
people who do the work
n Taguchi Genichi Taguchi
He designed methods for high-quality products, which focused on eliminating
defects by substituting scientific inquiry for trial-and-error methods
Key concepts of Taguchi methods:
Quality should be designed into the product and not inspected into it.
Quality is best achieved by minimizing deviation from the target value.
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Quality Concept
Implies that there is no tolerance for errors
Zero Defect within the system
Implies that it is easier and less costly to do
Do The Right Thing
the work right the first time than it is to do it
Right The First Time
the second Time
Focuses on improving quality at each step of
The Customer is the
production. Quality goals set for each step as
Next Person in the
if the final product is being delivered to the
Process
customer.
A concept which recognizes that the world is
Continuous
constantly changing and any process that is
Improvement
satisfactory today may well be unsatisfactory
Process - CIP
tomorrow
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Modern Quality Management

Customer satisfaction
Understanding, evaluating, defining, and managing expectations so that customer
expectations are met.
(a combination of conformance to requirements and fitness for use)
Prevention over inspection

The cost of avoiding mistakes is much less than the cost of correcting them
(quality is planned, designed, and built-in NOT inspected-in)
Continuous improvement.
Plan-Do-Check-Act cycle, is the basis for quality improvement
TQM and Six Sigma, improve the quality of PM as well as projects outcome Product.
OPM3 Org. Project Management Maturity Model and CMMI Capability Maturity Model
Integrated, are Process improvement models.
Management responsibility
Success requires participation of all team members, but it is the responsibility of
management to provide resources needed.
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Includes the processes and activities of the performing

organization that determine quality policies, objectives, and
responsibilities so that the project will satisfy the needs for which
it was undertaken
Implements the quality management system through policy, and

procedures with continuous process improvement activities
conducted throughout, as appropriate
Must address both the management of the project and the

deliverables of the project
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Project Quality Management Processes
Project Quality
Management
Plan Quality Perform

Quality Control
Management Quality Assurance
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Plan Quality Management
Plan Quality is the process of identifying quality requirements

and/or standards for the project and its deliverables, and
documenting how the project will demonstrate compliance.
Quality planning should be performed in parallel with the other
project planning processes.
e.g. Proposed changes in the product to meet identified
quality standards may require cost or schedule adjustments
and of course risk analysis of the impact to plans
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Plan Quality
Tools and
Inputs Outputs
Techniques
Project management Cost-benefit analysis Quality
plan management plan
Cost of quality
Stakeholder Register Process
Seven Basic Quality
Risk register tools improvement plan
Requirement Benchmarking Quality metrics
documentation
Design of Quality checklists
Enterprise experiments
Environmental Project document
Factors Statistical sampling updates
Organizational Additional quality
Process Assets planning tools
Meeting
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Plan Quality: Input

Project management Plan
Scope Baseline, contains the project description, major deliverables, and
acceptance criteria.
The product scope description contains details of technical issues and other concerns, which
might affect quality planning
Acceptance criteria can significantly increase or decrease project costs quality costs
WBS, is a deliverable-oriented hierarchical decomposition of the work to be
executed by project team to accomplish project objectives and create required
deliverables.
Identifies the deliverables, work packages, and control accounts used to measure project
performance.
WBS Dictionary, describes each component in the WBS (technical information)
WBS dictionary includes a:
Code of account identifier
Statement of work
Responsible organization
List of schedule milestones
Contract information
Quality requirements, 15
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Plan Quality: Input (2)
Stakeholder Register
Identifies stakeholders with a particular interest in, or impact on, quality
Cost Baseline
Documents the accepted time phase used to measure cost performance
Schedule Baseline
Documents the accepted schedule performance measures including start
and finish dates
Risk Register
Contains information on threats and opportunities that may impact quality
requirements
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Plan Quality: Tools & Techniques (1)
Cost-Benefit Analysis
The primary benefits of meeting quality requirements can include less rework, higher
productivity, lower costs, and increased stakeholder satisfaction.
Benefit = less rework , higher productivity, lower costs, and increased
stakeholder satisfaction.
Cost = expense associated with Project Quality Management activities
Costbenefit analysis is used mainly to assess the monetary value of very
large private and public sector projects.
Because such projects tend to include costs and benefits that are less amenable to
being expressed in financial or monetary terms (e.g., environmental damage), as
well as those that can be expressed in monetary terms.
Total up all the positive factors (benefits),
Total up all the negative factors (costs),
Find the difference between the two
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Cost Of Quality COQ

COQ is the total cost of all efforts related to quality throughout the product or service
life cycle to achieve quality
This includes all work to ensure conformance to the requirements, as well as all work
resulting from non-conformance to the requirements (product returns, warranty
claims, and recall campaigns)
There are three types of costs that are incurred:
Preventive costs
Appraisal costs
Failure costs (internal and external)
Due to the temporary nature of a project, sponsoring Org. choose to invest in product
quality improvement, especially defect prevention and appraisal, to reduce the
external cost of quality.
Cost of a quality system is often viewed as a negative cost because errors in work
have been traditionally accepted as a cost of doing business
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Quality Cost Types

Prevention Cost: The cost of planning and executing a project so that it
is error-free or within an acceptable error range
Appraisal Cost: The cost of evaluating processes and their outputs to
ensure that the project is error-free or within an acceptable error range
Failure Cost - Internal : A cost incurred to correct an identified defect
before the customer receives the product
Failure Cost - External : A cost that relates to all errors not detected and
not corrected before delivery to the customer
Measurement & Test Equipment Costs: the capital cost of equipment
used to perform prevention and appraisal activities
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Cost of Quality COQ

Total cost of all activities aimed at ensuring product quality
Failure costs are often categorized into internal (found by the project) and external (found by the
customer), also called Cost of Poor Quality.
Cost of Conformance Cost of non-Conformance

Prevention Appraisal Internal External
(Build a quality product) (assess the quality)
Failure Failure
Training Testing (Failures found (Failures found
Document Processes Destructive testing by the project) by the customer)
Equipment loss
Time to do it right Inspection Rework Liabilities
Reviews Scrap Warranty work
Lost business
Money spent during the project
To avoid Failures
Money spent during and after the project
20 Because of Failures
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Benchmarking
Involves comparing actual or planned project practices to those of comparable
projects to identify;
Best practices,
Generate ideas for improvement, and
Provide a basis for measuring performance
These other projects can be within the performing organization or outside, and can
be within same or in another application area.
n Statistical Sampling
n Statistical sampling involves choosing part of a population of interest for inspection (for
example, selecting ten engineering drawings at random from a list of seventy-five)
n Sample frequency and sizes should be determined during the Plan Quality process so the cost
of quality will include the number of tests, expected scrap, etc
Sample size = 0.25(certainty factor/acceptable error)2
acceptable error = (1- Desired Certainty)
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Ex.
Suppose production manager accepts 95% certainty (5% error) that a
sample of products would contain no variation. He would calculate the
sample size?
Sample size = 0.25 (Certainty Factor / (1- Desired Certainty))2
Desired Certainty Certainty Factor

95% 1.960
90% 1.645
80% 1.281
Commonly used certainty factors
Sample size = 0.25 (1.96 / 0.05)2 = 384

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Flowcharting
Flowcharts are any diagrams that allow to
examine and understand the relationships
between various elements of a system.
Graphical representation of a process
showing the relationships among process
steps.
Flowcharting can help the project team
anticipate quality problems that might occur.
An awareness of potential problems can
result in the development of test procedures
or approaches for dealing with them.
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Proprietary Quality Management Methodologies

These include Six Sigma, Lean Six Sigma, Quality Function Deployment, CMMI, etc.
Define-Measure-Analyze-Improve-Control
Additional Quality Planning Tools

Brainstorming
Affinity diagrams, used to visually identify logical groupings based on natural relationships.
Force field analysis, which are diagrams of the forces for and against change.
Nominal group techniques, to allow ideas to be brainstormed in small groups and then reviewed by
a larger group.
Matrix diagrams, which include two, three, or four groups of information and show relationships
between factors, causes, and objectives
Prioritization matrices, which provide a way of ranking a diverse set of problems and/or issues
(usually generated through brainstorming) by their importance.
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Plan Quality - Outputs (1)
Quality Management Plan

Describes how the project management team will implement the performing
organizations quality policy.
The quality management plan provides input to the overall project management
plan and includes quality control, quality assurance, and continuous process
improvement approaches for the project.
Quality Metrics
An operational definition that describes, in very specific terms, a project or product
attribute and how the quality control process will measure it.
A measurement is an actual value. The tolerance defines the allowable variations on
the metrics.
For example, a metric related to the quality objective of staying within the approved
budget by 10% could be to measure the cost of every deliverable and determine the
percent variance from the approved budget for that deliverable.
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Plan Quality - Outputs (2)

Quality Checklists
Used to verify that a set of required steps has been performed.
Checklists range from simple to complex based on project requirements and practices.
Quality checklists are used in the quality control process.
Process Improvement Plan
It details the steps for analyzing processes to identify activities which enhance their value.
Process boundaries. Describes the purpose of processes, their start and end, their
inputs/outputs, the data required, the owner, and the stakeholders.
Process configuration. A graphic depiction of processes, with interfaces identified, used
to facilitate analysis.
Process metrics. Along with control limits, allows analysis of process efficiency.
Targets for improved performance. Guides the process improvement activities.
Project Document Updates
Project documents that may be updated include, but are not limited to:
Stakeholder register, and
Responsibility Assignment Matrix
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Project Quality
Management

Quality Control
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Perform Quality Assurance

Is the process of auditing the quality requirements and the
results from quality control measurements to ensure appropriate
quality standards and operational definitions are used.
An execution process that uses data created during Perform
Quality Control.
Involves periodically evaluating overall project performance to
ensure that the project will satisfy the relevant quality standards.
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Perform Quality Assurance

Tools and
Inputs Outputs
Techniques
Quality
management plan Quality Change requests
Process management and
Project
improvement plan control tools
management plan
Quality metrics Quality audits Updates
Quality control
measurements Process analysis Project document
Project document updates
Organizational
process assets
updates
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Perform Quality Assurance : Input

Project Management Plan
Quality management plan.
The quality management plan describes how quality assurance will be performed within the
project.
Process improvement plan.
The process improvement plan details the steps for analyzing processes to identify activities
which enhance their value.
Quality Metrics
A quality metric specifically describes a project or product attribute and how the control
quality process will measure it. A measurement is an actual value. The tolerance
defines the allowable variations to the metric.
For example, if the quality objective is to stay within the approved budget by 10%, the specific
quality metric is used to measure the cost of every deliverable and determine the percent
variance from the approved budget for that deliverable.
Quality metrics are used in the perform quality assurance and control quality processes.
Some examples of quality metrics include on-time performance, cost control, defect frequency,
failure rate, availability, reliability, and test coverage.
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Perform Quality Assurance : Input (2)
Work Performance Information

Performance information from project activities is routinely collected
as the project progresses.
Technical performance measures,
Project deliverables status,
Schedule progress, and
Costs incurred.
Quality Control Measurements
Quality control measurements are the results of quality control
activities. They are used to analyze and evaluate the quality
standards and processes of the performing organization.
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Perform Quality Assurance: Tools & Techniques (1)
Plan Quality and Perform Quality n Process Analysis

Control Tools and Techniques n Process analysis follows the steps
Cost-Benefit Analysis outlined in the process
Cost of Quality improvement plan to identify
Control Charts needed improvements.
Benchmarking n This analysis also examines
Design of Experiments problems experienced, constraints

Statistical Sampling experienced, and non-value-added
activities identified during process
Flowcharting
operation.
Cause and Effect Diagrams
n Process analysis includes root
Histogram
cause analysis a specific
Run Chart technique to identify a problem,
Pareto Chart discover the underlying causes that
lead to it, and develop preventive
actions
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Quality Audits
A quality audit is a structured, independent review to determine whether
project activities comply with organizational and project policies, processes,
and procedures or not.
The objectives of a quality audit are:
Identify all the good/best practices being implemented,
Identify all the gaps/shortcomings,
Share the 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.
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Quality Audits (contd)
The subsequent effort to correct any

deficiencies should result in a reduced cost of
quality and an increase in sponsor or customer
acceptance of the projects product.
Quality audits may be scheduled or random and
may be conducted by internal or external
auditors.
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Perform Quality Assurance - Outputs

Organizational Process Assets Updates
Change Requests
Quality improvement includes taking action to increase the effectiveness and/or
efficiency of the policies, processes, and procedures of the performing organization.
Project Management Plan Updates

Quality management plan,
Schedule management plan, and
Cost management plan

Quality audits reports,
Training plans, and
Process documentation
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Project Quality
Management

Quality Control
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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.
Project results include deliverables and project management
results, such as cost and schedule performance.
The project management team should have a working knowledge
of statistical quality control, especially sampling and probability, to
help evaluate quality control outputs.
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Perform Quality Control (2)
Among other subjects, the team may find it useful to know the
differences between the following pairs of terms:
Prevention (keeping errors out of the process) and inspection (keeping
errors out of the hands of the customer).
Attribute sampling (the result either conforms or does not conform) and
variables sampling (the result is rated on a continuous scale that measures
the degree of conformity).
Tolerances (specified range of acceptable results) and control limits
(thresholds, which can indicate whether the process is out of control).
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Goals of Quality Control

Quality improvement.
Rework actions to bring defective or nonconforming items into
compliance with requirements or specifications.
Completed checklists which become part of the project's records.
Process adjustments, which involve immediate corrective or
preventive action as a result of quality control measurements.
A good quality control system will:
Compare actual to standards
Act when standards are not met
Plan for improvements
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Attribute Sampling
Examining one or more attributes in an entire population
Results either conform or they do not
Variable Sampling
Measures a process variable and charts it to determine conformity
Results are rated on a continuous scale that measures the degree of conformity
Used for creating control charts
Work Results
The results of the processes are an important input to Quality Control
Planned or expected results versus actual results
Operational Definitions
Identify project elements with quality concerns
Provide the basic measurement parameters for Quality Control
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Quality Control
Tools and
Inputs Outputs
Techniques
Project Seven basic quality Quality control
management plan tools measurements
Validated changes
Quality metrics Statistical sampling Verified deliverables
Quality checklists Inspection Work performance
Work performance information
Approved change Change requests
data
requests review Project
Approved change management plan
requests updates
Deliverables Project document
updates
Project documents Organizational
Organizational process assets
process assets updates
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Perform Quality Control : Input (1)
Project Management Plan

Quality Metrics
Quality Checklists
Deliverables
Work Performance Measurements, are used to produce project activity metrics to
evaluate actual progress as compared to planned progress
Planned vs. actual technical performance,
Planned vs. actual schedule performance,
Planned vs. actual cost performance
Approved Change Requests, can include modifications such as defect repairs, revised
work methods and revised schedule. The timely implementation of approved changes
needs to be verified.
Organizational Process Assets
Quality standards and policies,
Standard work guidelines, and
Issue and defect reporting procedures and communication policies.
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Perform Quality Control: Tools & Techniques (1)
Cause and Effect Diagrams

Cause and effect diagrams, also called Ishikawa diagrams or fishbone diagrams,
illustrate how various factors might be linked to potential problems or effects.
A possible root cause can be uncovered by continuing to ask WHY or HOW
along one of the lines.
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Control Charts
The appropriate data is collected and analyzed to indicate the quality status
of project processes and products.
Control charts illustrate how a process behaves over time and when a
process is subject to special cause variation, resulting in an out-of-control
condition.
They graphically answer the question: Is this process variance within
acceptable limits?
The pattern of data points on a control chart may reveal random
fluctuating values, sudden process jumps, or a gradual trend in
increased variation.
By monitoring the output of a process over time, a control chart can
help assess whether the application of process changes resulted in
the desired improvements.
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Flowcharting, is used during Perform Quality Control to determine a failing

process steps and identify potential process improvement opportunities.
Histogram, is a vertical bar chart showing how often a particular variable
state occurred.
Each column represents an attribute or characteristic of a
problem/situation.
The height of each column represents the relative frequency of the
characteristic.
Helps illustrates the most common cause of problems in a process by
the number and relative heights of the bars.
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Pareto Chart, also referred to as a Pareto diagram, is a specific type of

histogram, ordered by frequency of occurrence.
It shows how many defects were generated by type or category of
identified cause.
Rank ordering is used to focus corrective action.
The project team should address the causes creating the greatest
number of defects first.
Pareto diagrams are conceptually related to Pareto s Law, which holds
that a relatively small number of causes will typically produce a
majority of the problems or defects.
This is commonly referred to as the 80/20 principle, where 80% of the
problems are due to 20% of the causes.
Pareto diagrams can also be used to summarize various types of data
for 80/20 analyses.
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Histogram & Pareto Chart
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Run Chart
Similar to a control chart without displayed limits, a run chart shows the history and pattern of
variation
A run chart is a line graph that shows data points plotted in the order in which they occur.
Run charts show trends in a process over time, variation over time, or declines or
improvements in a process over time.
Trend analysis is performed using run charts and involves mathematical
techniques to forecast future outcomes based on historical results.
Trend analysis is often used to monitor:
Technical performance. How many errors or defects have been
identified, and how many remain uncorrected?
Cost and schedule performance. How many activities per period were
completed with significant variances?
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Scatter Diagram, shows the relationship between two variables.

Allows quality team to study and identify the possible relationship
between changes observed in two variables.
Dependent variables versus independent variables are plotted.
The closer the points are to a diagonal line, the more closely they are
related.
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Statistical Sampling
Standard Deviation - the variance which measures deviations about a mean of a set of
values. It is the root-mean-square of the deviation and is designated by the Greek
letter Sigma.
Three sigma (3 standard deviations), a statistical term meaning 99.7% of the
outcomes are within the control limits, has historically been used as the standard for
setting control limits
Six sigma (6 standard deviations), a statistical term indicating that the near 100%
(99.99966%) of the outcomes are within the control limits, is becoming a standard with
many companies
Mean - the mean of a set of numbers is the sum of all the individual values divided by
the number of values (commonly referred as the average)
Median - the value of the middle item of any set of data containing an odd number of
items or observations. For an even number of items or observations, the median is
found by adding the two middle values and dividing by 2
Mode - the value of the set of numbers which occurs most frequently
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Most of the distribution curves are symmetrical around

the Mean (x) and are bell shaped
The Standard Deviation (sigma) is

used to find the distribution of values For symmetrical curves the area
around the Mean (x) under the curve is a function of
Standard Deviation
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Inspection, is the examination of a work product to determine whether it

conforms to documented standards.
The results of an inspection generally include measurements and may
be conducted at any level.
For example, the results of a single activity can be inspected, or
the final product of the project can be inspected.
Inspections may be called reviews, peer reviews, audits, or
walkthroughs.
Inspections are also used to validate defect repairs.
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Perform Quality Control Outputs

Quality Control Measurements, are the documented results of quality control
activities in the format specified during quality planning.
Validated Changes
Any changed or repaired items are inspected and will be either accepted or rejected
before notification of decision is provided.
Rejected items may require rework.
Validated Deliverables
A goal of quality control is to determine the correctness of
deliverables.
The results of the execution quality control processes are validated
deliverables.
Validated deliverables are an input to Verify Scope for formalized
acceptance.
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Perform Quality Control Outputs
Project Management Plan Updates

Quality management plan, and
Process improvement plan.

Project documents that may be updated include, but are not
limited to,
quality standards.
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Print and send PDF files as Emails with any application, ad-sponsored and

Project Management Body

Project Quality Management

PM with his team are responsible to manage the tradeoffs involved

Precision Vs. Accuracy

Precision means the values of repeated measurements are

PM with his team must determine appropriate levels of

Quality Management Approaches

Juran Joseph M. Juran

Quality Management Approaches

Modern Quality Management

Prevention over inspection

Project Quality Management

Project Quality Management

Includes the processes and activities of the performing

Implements the quality management system through policy, and

Must address both the management of the project and the

Project Quality Management Processes

Plan Quality Perform

Plan Quality Management

Plan Quality is the process of identifying quality requirements

Plan Quality: Input

Plan Quality: Input (2)

Plan Quality: Tools & Techniques (1)

Plan Quality: Tools & Techniques (2)

Cost Of Quality COQ

Plan Quality: Tools & Techniques (2)

Quality Cost Types

Plan Quality: Tools & Techniques (2)

Cost of Quality COQ

Cost of Conformance Cost of non-Conformance

Plan Quality: Tools & Techniques (4)

Plan Quality: Tools & Techniques (5)

Desired Certainty Certainty Factor

Sample size = 0.25 (1.96 / 0.05)2 = 384

Plan Quality: Tools & Techniques (6)

Plan Quality: Tools & Techniques (7)

Proprietary Quality Management Methodologies

Additional Quality Planning Tools

Plan Quality - Outputs (1)

Quality Management Plan

Plan Quality - Outputs (2)

Project Quality Management Processes

Plan Quality Perform

Perform Quality Assurance

Perform Quality Assurance

Perform Quality Assurance : Input

Perform Quality Assurance : Input (2)

Work Performance Information

Perform Quality Assurance: Tools & Techniques (1)

Plan Quality and Perform Quality n Process Analysis

Design of Experiments problems experienced, constraints

Perform Quality Assurance: Tools & Techniques (2)

Perform Quality Assurance: Tools & Techniques (3)

Quality Audits (contd)

The subsequent effort to correct any

Perform Quality Assurance - Outputs

Project Management Plan Updates

Project Document Updates

Project Quality Management Processes

Plan Quality Perform

Perform Quality Control

Perform Quality Control (2)