UNIT 5:

PROJECT QUALITY MANAGEMENT

 Introduction
 Project quality management is the process through which quality is managed and maintained
throughout a project and its Life Cycle.
 What is exactly meant by “quality” depends on what the customer or stakeholder needs from the
project, and therefore can be different on a per-project basis.
 The main objective in project quality management is making sure that the project meets the needs it
was originally created to meet—nothing more, nothing less.
 According to A Guide to the Project Management Body of Knowledge (PMBOK® Guide), quality is
“the degree to which a set of inherent characteristics fulfill requirements.
 Project quality management consists of three major processes:
 Quality management planning
• This involves identifying the quality requirements and standards for the project and product.
• The goal of the project quality management should be clearly shared with all stakeholders, and appropriate
tasks should be delegated to those responsible
 Quality assurance
• This involves auditing the quality requirements and quality control results to ensure appropriate quality
standards are used.
• When standards are not met or goals are not achieved, necessary steps and corrective actions should be
employed to fix these issues.
 Quality control
• This involves monitoring and recording the results of quality activities to assess performance and
recommend necessary changes.
 Benefits of project quality management
 Quality products
• Quality of Product (Deliverables), with reference to a Project, is defined as its performance as per the
commitment made by the Project Manager to Promoter/ Stakeholder.
• A product is known as a quality product only when it satisfies various criteria for its functioning for the
consumer.
• In addition to the physical criteria, there is also a service and time factor to quality.
• The same quality of physical performance should be available over a reasonable length of time.
• Hence time is also a necessary aspect of quality.
 Customer/ Stakeholder satisfaction
• The central focus of quality management in a Project is meeting stakeholder’s defined expectations and
conforming to the project design and specifications.
• The ultimate judge for quality is the Stakeholder/Promoter/Customer, and represents how close the project
outputs and deliverables come to meeting the Stakeholders/Promoters/Customers requirements and
expectations.
• The main principle of project quality management is to ensure the project will meet
Stakeholders/Promoters/Customers defined expectations.
• The project team must develop a good relationship with key Stakeholders/Promoters/Customers of the
project, to understand what quality means to them.
• If a project Stakeholders/Promoters/Customers find variance in delivered quality from the defined quality of
the project outcomes, the project team will need to make adjustments to scope, schedule and budgets.
• To deliver the project scope on time and on budget is not enough, to achieve stakeholder satisfaction the
project must develop a good working relationship with all stakeholders and deliver the defined needs.
 Increased productivity
• Productivity in project work is determined by observing the relationship between final results and cost or
time.
• This ratio is consistently measured at regular intervals.
• Productivity can also be seen as the product of effectiveness and efficiency.
• Effectiveness relates directly to the final result and its application towards meeting desired objectives.
Efficiency, on the other hand, represents the measurement of task performance in terms of cost or time,
based on a given methodology.
• The product of effectiveness and efficiency results in the productivity index (PI).
• Boosting productivity on projects is like putting a puzzle together: it requires patience, persistence and a
vision of the overall picture.
• Increased productivity stems from objectivity, communication and involvement.
• Other influencing factors include: managerial philosophy, an adequate organizational approach, the right
project management technology and professional development of team members.
• When all these pieces are properly put together, productivity tends to rise.
 Financial Management/Gains
 The Project Team and the Stakeholder/Promoter/Customer seek project value, but their perspectives are
sometimes the same, sometimes different, and these differences are sources of conflict.
Project Team Stakeholder/Promoter/C ustomer perspective
perspective
Maximize selling price Conflict Minimize selling price
and/or minimize cost

Minimum acceptable Conflict Maximum functionality and other characteristics

functionality

Control Scope Creep Conflict “I want”

Satisfied customer Agreement Satisfied customer

Repeat business Agreement Willingness to contract with the same team again
 one of the first things a project manager needs to understand about the project is how the project was priced
and the profit the organization expects to realize at its conclusion.
 Understanding this will help the project manager make decisions throughout the life of the project that will not
adversely impact the bottom line.
 Risk associated with different contract types affects the profit expectation.
 With fixed price contracts, the risk is borne by the seller, therefore, the seller may add
‘contingency’ for the unknowns .
 There are a number of factors that will affect the outcome of any project, and ultimately, the profitability.
 The project manager must now manage the scope and the resources to deliver the profit to his/her own
organization while delivering the product to a satisfied client .
 Another factor that can affect the outcome for both the project team and the customer is quality.
 The quality programs of any organization should be implemented in the order of most effective to least
effective.
 Removes silos/ Improve teamwork
 Project Managers must overcome silos and support effective, cross-functional interaction between Project team
members and Project Teams.
 Broadly, six strategies that can help break down silos and foster greater cross-functional collaboration across the
Projects are –
 Communicate a Unified Vision
 Create Shared Accountabilities
 Bring Teams Together
 Get Leaders On Board
 Incorporate Collaboration Tools – Examples
 Project management platforms with chat and virtual whiteboard capabilities
 Shared documents that allow multiple teams to access and collaborate on presentations, proposals, and project
plans
 Data management tools that incorporate data from other platforms—for example, a CRM that integrates with
company dashboards used by various teams
 Shift Mindsets and Behavior with Training
 Quality management tools
 Flowchart
• Flowcharts are used to report relationships, like in organizational structures.
• Flowcharts are also used to document work process flows
• This tool is used when trying to determine where the bottlenecks or breakdowns are in work processes.
• Flow-charting the steps of a process provides a picture of what the process looks like and can shed light on
issues within the process.
• Flowcharts are also used to show changes in a process when improvements are made or to show a new
workflow process.
 Check Sheet:
• A check sheet is a basic quality tool that is used to collect data. A check sheet might be used to track the
number of times a certain incident happens.
 Cause and Effect (fish bone) Diagram:
• A cause and effect diagram, also known as a fish-bone diagram shows the many possible causes of a
problem.
• To use this tool, you need to first identify the problem you are trying to solve and simply write it in the box
(head of the fish) to the right. Next, you will list the major causes of the problem on the spine of the fish.
• Causes are typically separated into categories of people, process, materials and equipment.
• Causes are then identified through brainstorming with a group familiar with the problem.
• Once all of the possible causes are identified, they can be used to develop an improvement plan to help
resolve the identified problem.
 Pareto Chart
• A Pareto chart is a bar graph of data showing the largest number of frequencies to the smallest
 Control Charts
• Control charts or run charts are used to plot data points over time and give a picture of the movement of that
data.
• These charts demonstrate when data is consistent or when there are high or low outliers in the occurrences of
data.
• It focuses on monitoring performance over time by looking at the variation in data points.
• And it distinguishes between common cause and special cause variations.
 Histograms
• Histograms are bar chart pictures of data that shows patterns that fall within typical process conditions.
Changes in a process should trigger new collection of data.
• A minimum of 50-75 data points should be gathered to ensure an adequate number of data points have been
collected.
• The patterns that are detected demonstrate an analysis that helps understand variation
 Scatter Diagrams
• Scatter diagrams are graphs that show the relationship between variables.
• Variables often represent possible causes and effect.
• The diagram shows the relationship between volunteer satisfaction scores and volunteer orientation training
 Affinity diagrams:
• Affinity diagrams generate, organize, and consolidate information concerning a product, process, complex
issue, or problem.
• It expresses ideas without quantifying them. (brainstorming sessions)

 Process decision program charts:

• This is one of the seven tools for management and planning.
• Process decision program charts see the steps required for completing a process and analyzing the impact.
• These charts help to identify what could go wrong and helps plan for these scenarios.
 Interrelationship diagrams:
• Interrelationship diagrams are diagrams that show cause and effect relationships.
• These diagrams identify variables that occur while working on a project and what parts of the project those
variables might impact
Prioritization matrices:
• Prioritization matrices are during brainstorming sessions to evaluate different issues based on set
criteria to create a prioritized list of items.
• It helps to identify what issues may arise and determine what problems to solve first to meet certain
objectives.
 Network diagrams:
• This is a visual representation of a project’s schedule. It helps plan the project from start to finish.
• It illustrates the scope of the project and the critical path of the project. The two types of network
diagrams are:
 Arrow diagram
 Precedence diagram
 Matrix diagrams:
• A matrix diagram is used to analyze data within an organization's structure.
• The matrix diagram shows the relationships between objectives, factors, and causes that exist between
rows and columns that make up the entire matrix.

• There are multiple types of matrices to use depending on the number of items and groups of items to
analyze.
The different types of matrix diagrams and their use cases:
 L-shaped matrix: This matrix creates a relationship between two items.
 T-shaped matrix: This matrix creates a relationship between three groups of items.
 Y-shaped matrix: This matrix creates a relationship between three groups of items but it is displayed in
a circular diagram.
 C-shaped matrix: This matrix creates a relationship within three groups of items and it is displayed in
3D.
 X-shaped matrix: This matrix creates a relationship between four groups of items
 Quality management software
• Project quality management is multifaceted.
• The team must: have a clear understanding of the quality expectations; determine how it will measure whether
it is meeting those expectations; and implement any necessary changes along the way.
• The ideal work management platform allows tracking of all of these aspects in one, easy-to-use place.
• To be able to define quality, it is important to be clear about the meaning of the following five terms:
 Validation: assurance that the product meets the agreed-upon needs
 Verification: compliance with requirements
 Precision: repeatable measures in a tight grouping
 Accuracy: closeness of a measure to the true value
 Tolerance: range of acceptable results
• The quality management planning process determines the quality standards that are
applicable to the project and devising a way to satisfy them
 ISO Standards
• The ISO 21500 standards are developed by the International Standards Organization (ISO)
headquartered in Geneva, Switzerland. The ISO 21500 standard for project management is a
growing series of standards covering different elements of Project, Programme and Portfolio
Management
• Another important thing to note, is that other standards bodies including the Project Management
Institute (PMI), Association of Project Managers (APM), PRINCE2, etc. collaborated with ISO to
make sure that their existing standards align with the ISO 21500 series.
• It is truly a global project management standard for the project management industry
• The Technical Committee at ISO, called ISO/TC258, develops the standards for project,
programme, and portfolio management as well as related topics.
 The ISO/TC258 committee has developed to date, the following standards published by ISO:

 ISO 21500:2012 - Project, Program and Portfolio Management – Guidance on Project

Management
 ISO 21503:2017 - Project, Program and Portfolio Management – Guidance on Programme
Management
 ISO 21504:2015-Project, Program and Portfolio Management – Guidance on Portfolio
Management
 ISO 21505:2017 Project, Program and Portfolio Management – Guidance on Governance
 ISO 21508:2018 Earned Value Management in Project and Programme Management
 ISO 21511:2018 Work Breakdown Structures for Project and Programme Management
 Capability Maturity Model (CMM)
• The Capability Maturity Model (CMM) is a methodology used to develop and refine an organization's
software development process.
• The model describes a five-level evolutionary path of increasingly organized and systematically more mature
processes. CMM was developed and is promoted by the Software Engineering Institute (SEI), a research and
development center sponsored by the
• U.S. Department of Defense (DoD). SEI was founded in 1984 to address software engineering issues and, in a
broad sense, to advance software engineering methodologies.
• More specifically, SEI was established to optimize the process of developing, acquiring, and maintaining
heavily software-reliant systems for the DoD.
• Because the processes involved are equally applicable to the software industry as a whole, SEI advocates
industry-wide adoption of the CMM.
 CMM's Five Maturity Levels of Software Processes
 At the initial level, processes are disorganized, even chaotic. Success is likely to depend on individual
efforts, and is not considered to be repeatable, because processes would not be sufficiently defined and
documented to allow them to be replicated.
 At the repeatable level, basic project management techniques are established, and successes could be
repeated, because the requisite processes would have been made established, defined, and documented.
 At the defined level, an organization has developed its own standard software process through greater
attention to documentation, standardization, and integration.
 At the managed level, an organization monitors and controls its own processes through data collection and
analysis.
 At the optimizing level, processes are constantly being improved through monitoring feedback from current
processes and introducing innovative processes to better serve the organization's particular needs.
 Quality Assurance Document
 The QA document defines, lists and commits the project's quality characteristics, agreed and achieved
throughout the project
 Quality assurance activities are performed as planned;
 Assure compliance with the organization’s rules and regulations, as well as with relevant governmental
and industry rules, regulations and legislation;
 Any non-conformity (or opportunity for quality improvements) is identified and implemented;
 Deliverables are accepted by the relevant stakeholders based on the defined quality/acceptance criteria.
The objectives of this document are:
 To outline the quality strategy, approach and process to be used for the project;
 To identify the roles and responsibilities related to project quality management;
 To identify the major project management artifacts and deliverables;
 To define the quality assurance and control activities and to plan them throughout the project;
 To support the agreement on project quality requirements and metrics, and the method to evaluate them;
 To specify the methodology, standards, tools and techniques used to support quality management.
Thank You