1. Project Quality Management
Ghazala Amin, PMP
Thursday, April 06, 2017

2. Project Quality Management
Reference study materials
A guide to the Project Management Body of Knowledge (PMBOK Guide), Chapter 8
Study notes
Dr. Kerzner’s book, Chapter 23
4/6/2017
Project Quality Management

3. Project Quality Management
What to study
Difference between Quality Assurance and Quality Control
Cost of Quality
Statistical Concepts and Quality Tools
Cost Trade-offs
Quality Gurus (Crosby, Deming and Juran)
Pareto and Fishbone Diagrams
4/6/2017
Project Quality Management

4. Project Quality Management
Key Definitions
Control Charts
Cost of Quality
Pareto Diagram
Quality Assurance
Quality Control
Quality Plan
Quality Policy
Quality Planning
Total Quality Management
4/6/2017
Project Quality Management

5. Project Quality Management
The Quality Movement
Quality is defined by the customer
Quality is linked with profitability
Quality has become a competitive weapon
Quality is now an integral part of strategic planning process
Quality requires an organization-wide commitment
4/6/2017
Project Quality Management

6. Project Quality Management
What is Quality
Quality is:
the totality of characteristics of an entity which bear on its ability to satisfy stated or implied needs
Quality is not:
Excellence, Luxury, Prestige, or Grade
4/6/2017
Project Quality Management

7. Project Quality Management
The processes required to ensure that the project will satisfy the needs for which it was undertaken
4/6/2017
Project Quality Management

8. Project Quality Management
Quality Planning
Quality planning involves identifying which quality standards are relevant to the project and determining how to satisfy them
4/6/2017
Project Quality Management

9. Goals of Quality Program
Customer satisfaction
the customer’s feelings about a product or service
Fitness for use
the product or service is capable of being used
Conformance to requirements
the condition of the product or service in relation to the customer’s requirements
4/6/2017
Project Quality Management

10. Project Quality Management
Quality Gurus
Deming, Juran, Crosby
4/6/2017
Project Quality Management

11. Deming Cycle for Improvement
Immediate
remedies
Future Actions
Objectives
Methods
Act
Plan
Check Do
Against Objectives
How methods are
Executed
Train
Execute
4/6/2017
Project Quality Management

12. Dr. Juran's Quality Philosophy
Juran Trilogy:
Quality Improvement, Planning & Control
Manufacturer Vs. Customer views:
Adherence to Specs Vs. Fitness for Use
Legal Implications of Quality:
Criminal, Civil, Appropriate Corporate Actions and Warranties
4/6/2017
Project Quality Management

13. Crosby’s Four Absolutes of Quality
Quality means conformance to requirements
Quality comes from prevention
Quality means that the performance standard is “zero defects”
Quality is measured by the cost of non-conformance
4/6/2017
Project Quality Management

14. Project Quality Management
The Cost of Quality
Real Cost of Poor Quality
All costs resulting from something not completed correctly the first time!
Types of Quality Costs:
Internal - defect exists in the product prior to shipment
External - defect exists in the product after shipment
Appraisal - cost incurred to determine the condition of the product
Prevention - costs incurred to reduce failure and appraisal cost
4/6/2017
Project Quality Management

15. Conformance Vs. Non-Conformance
Conformance (Quality)
Non-Conformance
Planning
Training and indoctrination
Product Design/Validation
Process Validation
Test and Evaluation
Quality Audits
Maint./Calibration
Field Testing
Scrap
Rework
Material cost (additional)
Warranty repairs
Complaint handling
Liability Judgments
Product recall
Field Service
Expediting
4/6/2017
Project Quality Management

16. Project Quality Management
Quality Assurance
Quality assurance is the planned and systematic activities implemented within the quality system to provide confidence that the project will satisfy relevant quality standards
4/6/2017
Project Quality Management

17. Project Quality Management
Quality Control
Quality control involves monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of unsatisfactory results
4/6/2017
Project Quality Management

18. QA and QC Tools & Techniques
4/6/2017
Project Quality Management

19. Project Quality Management
The Seven QC Tools
Identification
Analysis
Cause
and
Effect
Analysis
Trend
Data
Tables
Histograms
Scatter
Diagrams
Pareto
Analysis
Control
Charts
4/6/2017
Project Quality Management

20. Cause and Effect - Fishbone Chart
Time
Energy
Machine
Measure
Method
People
Material
Environ.
Major Defect
Identify major and minor causes for the defect
Classify in related groups
Visualize the group with the most causes
4/6/2017
Project Quality Management

21. Project Quality Management
Scatter Diagram Y X
Plot the results of two variables
Show trends
Show distribution around Central tendency
Highlight Exceptions (out of tolerance condition)
Source of data for the Pareto Chart
4/6/2017
Project Quality Management

22. Project Quality Management
Pareto Diagram
Primary Purpose: Focus improvement efforts on the most important causes 15 10 5
Noise
Wobble
Pressure
Other
Pareto's rule: A large number of defects are the result of a small number of causes. Fix the problems that are causing the greatest number of defects first.
4/6/2017
Project Quality Management

23. Project Quality Management
Statistical Sampling
Prevention
Keep Errors out of production
Keep defects from reaching customers
Attribute Sampling
Conformance or non-conformance
4/6/2017
Project Quality Management

24. Project Quality Management
Statistical Sampling
Common Vs. Special Causes
Common -- Normal process variation
Special -- Unusual events
Tolerances
Acceptance range (product is acceptable or not)
Control limits (process is in or out of control)
4/6/2017
Project Quality Management

25. Number of defects - Process “A”
Control Chart
Number of defects - Process “A”
Upper Control 10 8 6
Upper Tolerance 4 2 -2
Lower Tolerance -4 -6 - -8
Lower Control
-10
Time
Process results over time
Process is in control when the number of defects fall within upper and lower control limits.
Process adjustments are immediate corrective actions based on QC measure.
Process can be improved to meet tighter control limits: Processes in control should not be adjusted.
4/6/2017
Project Quality Management