1. Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Chapter 7 Quality Management Achieving technical performance and customer satisfaction

2. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Chapter overview 1.Planning for quality management 2.Performing quality assurance 3.Quality assurance tools 4.Quality control processes 5.Benefits of quality control 6.Enabling continuous improvement 2

3. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Defining quality Quality management has a strategic and central presence within and across the project organisation, as it is:  defined externally (or internally) from the client’s perspective  linked with the triple bottom line: - social - environmental - economic  associated with a demonstrated, organisation-wide commitment. Quality may be any of the following:  performance (essential operating attribute)  features (secondary operating attribute)  reliability (frequency of failure)  conformance (matching required specification)  durability (ensuing product or service life  serviceability (speed, courtesy and competence of repair)  aesthetics (outward appearance, finish and fit)  perception (acuity, feelings or reputation) 3

4. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Planning for quality management Ideally, the quality management plan will formally collate the ‘right’ approach to be followed by the project organisation in meeting the project’s objectives. Capturing the relevant quality requirements, standards and other measureable expectations, the plan will document how compliance will be demonstrated and validated throughout the project lifecycle. 4

5. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Performing quality assurance Much like a declaration or guarantee that the overall project performance and result is evaluated on a regular basis against relevant quality standards, assurance may involve:  adoption of an internationally certifiable process reflecting best practice  a spirit of experimentation and a creative climate  internal systems, procedures and practices to build quality into the start of the project  processes to eliminate waste, variation and excess  avenues for open, honest and constructive feedback  opportunities for continuous improvement  transparent relationships between internal and external clients and suppliers 5

6. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Quality assurance tools  Control charts  Flowcharts  Pareto charts  Histograms  Scatter diagrams  Network diagrams  Affinity diagrams  Checklists  Statistical sampling 6

7. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Quality control processes Quality control monitors specific task and project results to identify, measure and eliminate the causes of unsatisfactory performance, while also ensuring that quality compliance is always demonstrated and achieved. Remember, control implies measurement. Quality control is used through the implementation and finalisation stages of the project to ‘…formally demonstrate, with reliable data…that acceptance criteria have been met’. 7

8. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Benefits of quality control Below are some of the more common examples of what quality control can deliver:  elimination of rework  completion of work-in-progress  confirmation of acceptance  documented quality improvement  completed checklists  process adjustments 8

9. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Enabling continuous improvement The typical tools of continuous improvement commonly include:  regular performance reporting  meetings and debriefs  decision gates and approval processes  walkthroughs and peer reviews  scenario analysis  evaluation reports  suggestion boxes  user feedback 9

10. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Review questions 1.Define the term quality and its relevance to project management. 2.What intrinsic value does quality planning have on your project? 3.What role does quality assurance play in dealing with the associated quality costs? 4.What systematic tools and techniques are applicable in reporting direct and indirect quality costs? 5.How is quality control different to quality assurance? 10

11. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Group learning activities  Discuss how quality can mean different things to different people  Debate whether quality assurance can in fact be guaranteed (as a practice) throughout the project  Compare and contrast some of the assurance and control tools in delivering project quality  Identify additional costs of quality and how these can be negated, if not avoided altogether  Identify what continuous improvement opportunity exists in learner’s current projects 11

12. © 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing Assessment options  Develop a quality management plan reflecting organisational commitment to quality throughout the project  Critique a range of quality assurance (control) tools assessing their application and effectiveness in assuring and controlling project quality  Create a continuous improvement register/log top capture continuous improvement ideas and initiatives  Short answer questions  Multiple choice questions 12