PMP: 7. Project Quality Management

-  Project Quality Management addresses the management of the project and the deliverables of the project
-  Failure to meet the quality requirements can have serious negative consequences for any or all of the project stakeholders (decreased profit and undetected errors)
-  Quality as a delivered performance or result is the degree to which a set of inherent characteristics fulfill requirements
-  Grade as a design intent is a category assigned to deliverables having the same functional use but different technical characteristics
-  Project manager is responsible for managing trade-offs between quality and grade. Sometimes it’s ok to have low-grade product with high quality, but a problem to have high-grade product with low quality
-  Prevention is preferred over inspection. The cost of preventing mistakes is generally much less than the cost of correcting mistakes when they are found by inspection or during usage.
-  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 variable sampling (the result is rated on a continuous scale that measures the degree of conformity);
-  Tolerances (specified range of acceptable results) and control limits (that identify the boundaries of common variation in a statistically stable process or process performance
-  Cost of quality (COQ) includes all costs incurred over the life of the product
-  Failure costs also called cost of poor quality and they can be internal (found by the team) and external (found by the customer)
-  Because projects are temporary, decisions about the COQ over a product’s life cycle are often the concern of program management, portfolio management, the PMO, or operations.
-  Effective quality management can be done in five ways
- Let the customer find defects (most expensive) and voids warranty
- Detect them before product sent to customer
- Use quality assurance to examine and correct the process itself
- Incorporate quality into the planning and designing of the project and product
- Create a culture at organization that is aware and committed to quality in processes

-  Quality management seeds to minimize variation and deliver results that meet stakeholder requirements. Trends in project quality management includes
- Customer satisfaction: This requires conformance to requirements and fitness for use
- Continual improvement: The plan-do-check-act (PDCA) cycle is the basis for quality improvement as defined by Shewhart and modified by Deming. Also TQM, Six Sigma and Lean Six Sigma can improve project and product quality

- Management responsibility: Success requires the participation of project team
- Mutually beneficial partnership with suppliers: The organization should prefer long-term relationships over short-term gain. mutually beneficial relationship enhances the ability for both the organization and the suppliers
-  In agile projects it calls for frequent quality and review steps built in throughout the project rather than toward the end of the project.
-  In agile projects they focus on small batches of work that aims to uncover inconsistencies and quality issues earlier in the project life cycle when overall cost is lower
-  In agile environments Recurring retrospectives regularly check on the effectiveness of the quality processes. As they look for the root cause of the issue and suggest trials on new approaches.

Plan Quality Management (Planning Process Group)
Plan Quality Management is the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards
Key benefit of this process is that it provides guidance and direction on how quality will be managed and verified throughout the project
-  This process is performed once or at predefined points in the project
-  Quality planning should be performed in parallel with the other planning processes

Plan Quality Management Inputs:
1- Project Charter
-  Contains the project approval requirements, measurable project objectives, and related success criteria that will influence the quality management of the project
2- Project Management Plan
-  Includes (Requirements management plan, Risk management plan, Stakeholder engagement plan and Scope baseline)
3- Project Documents
-  Includes (Assumption log, Requirements documentation, Requirements traceability matrix, Risk register and Stakeholder register)
4- Enterprise Environmental Factors
5- Organizational Process Assets

Plan Quality Management Tools & Techniques:
1- Expert Judgment
-  Knowledge in Quality (assurance, control, measurements, improvements and systems)
2- Data Gathering
-  Benchmarking: comparing actual or planned project practices or the project’s quality standards to those of comparable projects (Internal or external) to identify best practices, generate ideas for improvement, and provide basis for measuring performance.
-  Brainstorming: gather data creatively from a group of team members or subject matter experts to develop the quality management plan that best fits the project
-  Interviews: Interviewing experienced project participants, stakeholders and subject matter experts to identify project quality needs and expectations
3- Data Analysis:
-  Cost-benefit analysis: Financial analysis tool used to estimate the strengths and weaknesses of alternatives in order to determine the best alternative in terms of benefits provided. It will help Project manager to determine if the planned quality is cost effective.
Primary benefits of meeting quality requirements include less rework, higher productivity, lower costs, increased stakeholder satisfaction, and increased profitability
-  Cost of Quality (COQ): consists one or more of the following costs
- Prevention costs: Costs related to the prevention of poor quality in the products, deliverables, or services of the specific project.
- Appraisal costs: Costs related to evaluating, measuring, auditing, and testing the products, deliverables, or services of the specific project.
- Failure costs (internal/external): Costs related to nonconformance of the products, deliverables, or services to the needs or expectations of the stakeholders
The optimal COQ is one that reflects the appropriate balance for investing in the cost of prevention and appraisal to avoid failure costs. Models show that there is an optimal quality cost for projects, where investing in additional prevention/appraisal costs is neither beneficial nor cost effective.
4- Decision Making
-  Multicriteria decision: can be used to identify the key issues and suitable alternatives to be prioritized as a set of decisions for implementation (Example prioritization matrix). The alternatives are then ranked by score. As used in this process, it can help prioritize quality metrics
5- Data Representation
-  Flow Charts (process maps):
- Display the sequence of steps and the branching possibilities that exist for a process that transforms one or more inputs into one or more outputs.
- It shows activities, decision points, loops, parallel paths, and the overall order of processing by mapping the operational details of procedures that exist within a horizontal value chain. One version of value chain is called SIPOC (suppliers, inputs, process, outputs and customers) model.
- Flowcharts are useful in understanding and estimating the cost of quality for a process
- Information is obtained by using the workflow branching logic to estimate the expected monetary value for the conformance and nonconformance work required to deliver the expected output
- They can be called (process flows or process flow diagrams) when they used to represent the steps in a process. Which is used for process improvement and identify quality defects
-  Logical data model: Visual representation of an organization’s data, described in business language and independent of any specific technology. Can be used to identify where data integrity or other quality issues can arise
-  Matrix diagrams: Help find the strength of relationships among different factors, causes, and objectives that exist between the rows and columns that form the matrix. Project manager can use different shapes of matrix (L,T,Y,X,C, roof shape) depending on factors will be compared. process they facilitate identifying the key quality metrics that are important for the success of the project.
-  Mind mapping: Diagrammatic method used to visually organize information. It is often created around a single quality concept, drawn as an image in the center of a blank landscape page, to which associated representations of ideas such as images words. The mind-mapping technique may help in the rapid gathering of project quality requirements, constraints and relationships.
6- Test and Inspection planning
-  During planning phase, the project manager and the team determine how to test/inspect the product to meet the stakeholders’ expectations and meet product’s performance and reliability goal.
-  The tests and inspections are industry dependent and can include (alpha and beta in software projects), (strength tests in construction projects), (inspection in manufacturing) and field tests and nondestructive tests in engineering.
7- Meetings

8- Plan Quality Management Outputs:
1- Quality Management Plan
-  Describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives
-  Describes the activities and resources necessary for the project management team to achieve the quality objectives set for the project
-  It could be formal or informal, detailed, or broadly framed
-  It should be reviewed early in the project to ensure that decisions are based on accurate information. benefits of this review can include a sharper focus on the project’s value proposition, reductions in costs, and less frequent schedule overruns that are caused by rework
-  Quality management plan may include quality (standards, objectives, roles and responsibilities, control, tools, review) and how to deal with nonconformance, corrective actions and continuous improvement procedures
2- Quality Metrics
-  Describes a project or product attribute and how the Control Quality process will verify compliance to it. Examples (percentage of completed tasks, failure rate, defects number, errors found, cost performance measured by CPI)
3- Project Management Plan Updates
-  Includes (Risk management plan and Scope baseline). Any update to these documents should go through change control process
4- Project Documents Updates
-  Includes (Lessons learned register, Requirements traceability matrix, Risk register and Stakeholder register)

Manage Quality (Executing Process Group)
Manage Quality is the process of translating the quality management plan into executable quality activities that incorporate the organization’s quality policies into the project.
Key benefits of this process are that it increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality
-  This process is performed throughout the project
-  Manage Quality is sometimes called quality assurance. although Manage Quality has a broader definition than quality assurance as it is used in nonproject work
-  Quality assurance focuses on the processes used in the project and using these processes effectively by follow and meeting standards
-  Manage quality includes all the quality assurance activities and also concerned with the product design aspects and process improvements
-  Manage quality will fall under the conformance work category in the cost of quality framework.
-  Manage quality helps in designing and optimal project, build confidence in future products, quality processes meets quality objectives and improve efficiency and effectiveness
-  Manage Quality is considered the work of everybody. In agile projects quality management is performed by all team members. However, in traditional projects only specific members does it

Manage Quality Management Inputs:
1- Project Management Plan
-  Includes Quality management plan which defines acceptable level of project quality and also describe how to do with nonconforming products and what corrective actions to implement
2- Project Documents
-  Includes (Lessons learned register, Quality control measurements, Quality metrics and Risk report)
3- Organizational Process Assets

Manage Quality Management Tools & Techniques:
1- Data Gathering
-  Checklists: structured tool, usually component-specific, used to verify that a set of required steps has been performed or to check if a list of requirements has been satisfied. Quality checklists should incorporate with scope baseline. Usually developed based on historical information
2- Data Analysis
-  Alternative analysis: evaluate identified options in order to select which different quality options or approaches are most appropriate to use.
-  Document analysis: analysis of different documents produced as part of the output of project control processes (quality reports, test reports, performance reports and variance reports). It focuses on processes that may be out of control and may jeopardize meeting the specified requirements or stakeholders’ expectations
-  Process analysis: identifies opportunities for process improvements also examines problems, constraints, and non-value-added activities that occur during a process
-  Root cause analysis (RCA): analytical technique used to determine the basic underlying reason that causes a variance, defect, or risk. It may underlie more than one variance and it may also use to solve these root causes.
3- Decision Making
-  Multicriteria decision: evaluate several criteria when discussing alternatives that impact project or product quality.
4- Data Representation
-  Affinity diagrams: organize potential causes of defects into groups showing areas that should be focused on the most
-  Cause-and-effect diagrams: Also known as fishbone diagrams, why-why diagrams, or Ishikawa diagrams. These diagrams break down the causes of the problem statement identified into discrete branches, helping to identify the main or root cause of the problem
-  Flowcharts: show a series of steps that lead to a defect
-  Histograms: graphical representation of numerical data. Histograms can show the number of defects per deliverable, a ranking of the cause of defects, the number of times each process is noncompliant or other representations of project or product defects
-  Matrix diagrams: show the strength of relationships among factors, causes, and objectives that exist between the rows and columns that form the matrix.
-  Scatter diagrams: graph that shows the relationship between two variables. Scatter diagrams can demonstrate a relationship between any element of a process, environment, or activity on one axis and a quality defect on the other axis.
5- Audits
-  Structured, independent process used to determine if project activities comply with organizational and project policies, processes, and procedures
-  Usually conducted by a team external to the project such as (organization’s internal audit department, PMO or an external auditor to the organization)
-  Confirm the implementation of approved change requests including updates, corrective actions defect repairs, and preventive actions
-  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 product
-  Quality audits may be scheduled or random, and may be conducted by internal or external auditors.
6- Design for X (DfX)
-  Technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design.
-  DfX can control or even improve the product’s final characteristics
-  DfX result in cost reduction, quality improvement, better performance, and customer satisfaction.
7- Problem Solving:
-  Finding solutions for issues or challenges. It includes gathering additional information, critical thinking, creative, quantitative and/or logical approaches.
-  Effective and systematic problem solving is a fundamental element in quality assurance and quality improvement
-  Problems can arise as a result of the Control Quality process or from quality audits and can be associated with a process or deliverable
8- Quality Improvement Methods
-  Occur based on findings and recommendations from quality control processes, the findings of the quality audits, or problem solving in the Manage Quality process
-  Plan-do-check-act and Six Sigma are two of the most common quality improvement tools used to analyze and evaluate opportunities for improvement.

Manage Quality Management Outputs:
1- Quality Reports
-  Reports can be graphical, numerical, or qualitative.
-  Reports information can be used by other processes to take corrective actions to achieve quality expectations
-  Reports may include all quality management issues escalated by the team; recommendations for process, project, and product improvements; corrective actions recommendations the summary of findings from the Control Quality process

2- Test and Evaluation Documents
-  Inputs to the Control Quality process and are used to evaluate the achievement of quality objectives
-  They may include dedicated checklists and detailed requirements traceability matrices
-  They can be created based on industry needs and the organization’s templates
3- Change Requests
-  If changes occur during the process that impact any components of the project management plan, project documents, or project or product management processes. Project manager should submit a change request and follow the Perform Integrated Change Control process
4- Project Management Plan Updates
-  Includes (Quality management plan, Scope baseline, Schedule baseline and Cost baseline)
5- Project Documents Updates
-  Includes (Risk register, Lessons learned register and Risk register)

Control Quality (Monitor & Controlling Process Group)
Control Quality is the process of monitoring and recording results of executing the quality management activities in order to assess performance and ensure the project outputs are complete, correct, and meet customer expectations
Key benefit of this process is verifying that project deliverables and work meet the requirements specified by key stakeholders for final acceptance.
-  This process is performed throughout the project
-  Control quality determines if the project outputs do what they were intended to do. Those outputs need to comply with all applicable standards, requirements, regulations, and specifications
-  Control Quality process is performed to measure the completeness, compliance, and fitness for use of a product/service prior to user acceptance and final delivery
-  Control quality in agile projects can be performed by all team members throughout the project life cycle. However, in waterfall projects it’s performed at specific times, toward the end of the project or phase, by specified team members

Control Quality Management Inputs:
1- Project Management Plan
-  Includes Quality management plan which defines how quality control will be performed
2- Project Documents
-  Includes (Lessons learned register, Quality metrics and Test and evaluation documents)
3- Approved Change Requests
-  Such as modifications, defect repairs and revised work methods
4- Deliverables
-  Deliverables that are outputs from the Direct and Manage Project Work process are inspected and compared to the acceptance criteria defined in the project scope statement.
5- Work Performance Data
-  Contains data on product status such as observations, quality metrics, and technical measurements, as well as project quality information on schedule and cost performance.
6- Enterprise Environmental Factors
7- Organizational Process Assets

Control Quality Management Tools & Techniques:
1- Data Gathering
-  Checklists: help in managing the control quality activities in a structured manner
-  Check sheets (Tally sheets): organize facts in a manner that will facilitate the effective collection of useful data about a potential quality problem. They are especially useful for gathering attributes data while performing inspections to identify defects
-  Statistical sampling: involves choosing part of a population of interest for inspection. The sample is taken to measure controls and verify quality. Sample frequency and sizes should be determined during the Plan Quality Management process.
-  Questionnaires and Surveys: gather data about customer satisfaction after the deployment of the product or service. The cost regarding defects identified in the surveys may be considered external failure costs in the COQ model and can have extensive cost implications for the organization
2- Data analysis
-  Performance reviews: measure, compare, and analyze the quality metrics defined by the Plan Quality Management process against the actual results.
-  Root cause analysis (RCA): used to identify the source of defects.
3- Inspection
-  Determine if the product conforms to documented standards
-  They can be done on single activity or at final product
-  Inspection can be called reviews, peer reviews, audits, or walkthroughs.
-  Inspections also are used to verify defect repairs
4- Testing/Product Evolutions
-  organized and constructed investigation conducted to provide objective information about the quality the product or service under test in accordance with the project requirements.
-  Intent of testing is to find errors, defects, bugs, or other nonconformance problems in the product
-  Tests amount and type depend on the nature of the project, time, budget, and other constraints.
-  Testing can be performed throughout the project and the end of the project.
-  Early testing helps identify nonconformance problems and helps reduce the cost of fixing the nonconforming components
5- Data Representation
-  Cause-and-effect diagrams (Ishikawa or Fishbone): identify the possible effects of quality defects and errors
-  Histogram: demonstrate the number of defects by source or by component.
-  Scatter diagrams: show the planned performance on one axis and the actual performance on the second axis

-  Control charts:
- Determine whether or not a process is stable or has predictable performance.
- Upper and lower specification limits are based on the requirements and reflect the maximum and minimum values allowed.
- Upper and lower control limits are different from specification limits
- The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process
- Project manager and appropriate stakeholder use controlled control limits which corrective action will be taken to prevent performance that remains outside control limits.
- Control charts can be used to monitor various types of output variables to help determine if the project management process are in control
- The sample out of control if there are 7 values either above or below the mean. Or if there is any value outside the control limits

6- Meetings
-  Approved change requests review: All approved change requests should be reviewed to verify that they were implemented as approved
-  Retrospectives/lesson learned: Meeting held to discuss (successful elements, what could be improved, what to incorporate in the ongoing project and what to add to OPA)

Control Quality Management Outputs:
1- Quality Control Measurements
-  Documented results of Control Quality activities. They should be captured in the format that was specified in the quality management plan.
2- Verified Deliverables
-  The results of performing the Control Quality process are verified deliverables that become an input to the Validate Scope process for formalized acceptance
-  If there were any change requests or improvements related to the deliverables, they may be changed, inspected, and reverified.
3- Work Performance Information
-  Information on project requirements fulfillment, causes for rejections, rework required, recommendations for corrective actions, lists of verified deliverables, status of the quality metrics, and the need for process adjustments.
4- Change Requests
5- Project Management Plan Updates
-  Includes any change to project management plan like quality management plan
6- Project Documents Updates
-  Includes (Issue log, Lessons learned register, Risk register and Test/evaluation documents)