III PMF MANAGEMENT SOLUTIONS€¦ · 10. Eliminate slogans ... Juran’s Quality Planning Roadmap...

PMF MANAGEMENT SOLUTIONS

III

Quality Management

Project Management Framework | A Structure for All Organisations

Clarify what is meant by the term quality. Outline how standards and specifications impact on project

quality. Identify from where standards and specifications are generated. Identify how the components of quality fit within a quality

management system. Detail the components of a quality management system:

• Quality planning.• Quality assurance.• Quality control.

Session Objectives


Think about how quality affects:• Products?• Services?• Defects?• Processes?• Customers?• Systems?• Organisations?• Your career?

A Few Ponderous Questions?

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What contributes to determining quality:• Degree of excellence?• Customer satisfaction:

Needs? Wants? Desires?

• Fit for purpose?


What Do You Think Quality Is?

Identify five things or brands that you associate with high quality?

Identify five things or brands that you associate with low quality?

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Quality must relate to the consistency of the standard.


British Standards Institute defines ‘quality’ as: • The totality of features or characteristics of a product or service that bear on

its ability to satisfy a given need. (International Organization for Standardization; Technical Committee ISO/TC 176. ISO 8402: Quality management and quality assurance—Vocabulary. 2nd ed. Geneva: International Organization for Standardization; 1994. (1994‐04‐01.)

• The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs. (Ellis R (Ed) (1988) Professional Competence and Quality Assurance in the Caring Professions. London, Croom Helm.

Quality is:• The standard of something as measured against other items or things of a

similar kind; the degree of excellence of something.• A distinctive attribute or characteristic possessed by something or someone.

PMBOK – “In the context of achieving ISO compatibility, modern quality management approaches seek to minimize variation

and to deliver results that meet defined requirements” (Project Management Institute (PMI),

(2013), A guide to the project management body of knowledge (5th ed.), Newtown Square, Pennsylvania, PMIp 229).

Definition of Quality


A personal dimension, framed by individual experiences, expectations, values and attitudes.

Implies reliability, satisfies customer, value for money, complies with specification, fit for purpose, an improvement or enhancement, a reflection of the image and position the product holds in the market place.

Dictates measurement (if you cannot measure something, it makes it rather difficult to ensure conformance, compliance and ultimately improvement).

Defined as a characteristic, property or attribute that belongs to or distinguishes something with respect to excellence, fitness or attainment.

Clients have technical specifications and often intangible expectation (often un‐stated), which they will be constantly measuring.

Ensuring "fit for purpose", the product should be suitable for the intended purpose; and "right first time", mistakes should (must) be eliminated.

Quality Challenges

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Scientific management. Recognising variation. Post WW11 ‐ Deming and Juran. Japanese quality. Quality if free. Total Quality Management (TQM). System of profound knowledge.

History (Experience) of Quality

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Frederick Taylor: Principles of Scientific Management (1911) Changed focus from worker to process Separated planning and execution Eliminate variation by mandating “one best way” Emphasis upon inspection which

• was intended to ensure that no faulty product left the factory or workshop;• focuses on the product and the detection of problems in the product;• involves testing every item to ensure that it complies with product

specifications;• is carried out at the end of the production process; and relies on specially

trained inspectors

Scientific Management (1910s)

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Rose, K., J. (2005). Project quality management: Why, what and how. Boca Raton, Florida: J. Ross Publishing.


Assumes:• Workers are motivated principally by money.• All workers are and will work identically.• No variation in performance, process results will be the same for all

workers.• There is a single optimal method.• Management plans, workers execute (supervisors and workers were

assumed uneducated).• No communications needed between management and workers.• Variation is caused by workers.• Process designers know how the work is best undertaken.

Problems with Scientific Management

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Rose, K., J. (2005). Project quality management: Why, what and how. Boca Raton, Florida: J. Ross Publishing.


Walter Shewart: ‘father of statistical quality control’.

All repeatable processes no matter how well defined exhibit variation.

Shewhart (1931) a controlled quality will not be a constant quality … a phenomenon will be said to be controlled when, through the use of past experience, we can predict at least within limits, how a phenomenon may be expected to vary in the future (p.6).

Use of control charts

Recognising Variation (1920/1930s)

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Control Limits

Quality is conformance within an acceptable error range

Project Management Framework | A Structure for All Organisations 11

https://controls.engin.umich.edu/wiki/index.php/SPC:_Basic_control_charts:_theory_and_construction,_sample_size,_x‐bar,_r_charts,_s_charts


Special causes are those which can be assigned to special or uncommon events:• The unexpected resignation of the project manager.• Account for approximately 15% of all problems.

Common causes are those which are inherent within the system:• I.e. every project confronts the same problems because the project

management framework does include the requirement for a WBS.• Account for approximately 85% of all problems.

Organisations spend significant time ‘firefighting’ special causes BUT has little time for common cause.

Causes of Variation

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The teachings of Deming and Juran lead to: • Total Quality Control (TQC) systems;• Quality Control Circles;• Encouraging group problem‐solving of quality issues as part of daily work.

Tools and techniques concentrating on:• Continuous improvement;• Lean manufacturing;• Teamwork; and • Evolved, focused on reducing waste and improving efficiency.

Post WW11

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Wheel of Quality

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1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long‐term relationship of loyalty and trust.

5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of over‐haul, as well as supervision of production workers.

Deming’s 14 Points for Management

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From Deming, W.E., Out of the Crisis, The MIT Press, Cambridge, MA, 2000, pp. 24–86.


8. Drive out fear, so that everyone may work effectively for the company.

9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

11. (A) ‐ Eliminate work standards (quotas) on the factory floor. Substitute leadership.

(B) ‐ Eliminate management by objective. Eliminate management by numbers, substitute leadership.

12. (A) ‐ Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.

(B) ‐ Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective

13. Institute a vigorous program of education and self‐improvement.

14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

Deming’s 14 Points for Management

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From Deming, W.E., Out of the Crisis, The MIT Press, Cambridge, MA, 2000, pp. 24–86.


Juran’s Quality Trilogy

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Quality Planning Quality Control Quality Improvement

• Establish quality goals• Identify who the customers are

• Determine the needs of the customers

• Develop processes able to produce the product features

• Establish process controls; transfer the plans to the operating forces

• Evaluate actual performance

• Compare actual performance with quality goals

• Act on the difference

• Prove the need• Establish the infrastructure

• Identify the improvement projects

• Establish project teams• Provide the teams with resources, training and motivation to:

• Diagnose the causes• Stimulate remedies

• Establish controls to hold the gains


Juran’s Quality Planning Roadmap

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Identify Customer

Discover Customer’s Needs

Translate

Establish Units of Measure

Establish Measurement

Develop Product

Optimise Product Design

Develop Process

Optimise: Prove Process Capability

Transfer to Operations

Existing Productand Process

List of Customers

Customer’s Needs(in their language)

Customers’ Needs(in our language)

Units of Measure

Process ReadyTo Produce

Process Ready To Transfer

Process Features

Product Goals

Product Features

Customers’ needs(in units of measure)

http://www.enotes.com/quality‐gurus‐reference/quality‐gurus


Quality affects all organisational functions not just shop floor.

‘Fit for customer use’, from conformance to specification to meeting customer expectations.

Quality circles: • Workers actively involved in solving problems.

Kaizen—continual, incremental improvement: • Quality a perennial objective.

Japanese Quality (1950s)

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Phil Crosby:• … it costs money to achieve quality, but it costs more money when quality

is not achieved.

Four Absolutes of Quality• Quality means conformance to requirements not goodness.

• The system for causing quality is prevention, not appraisal.

• The performance standard must be zero defects, not “that’s close enough”.

• The measurement of quality is the process of non conformance, indexes.

Quality if Free (1970/1980s)

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Total Quality Management (TQM) has the whole organisation working together to give products with guaranteed high quality.• In accordance with organisational objectives.

Aims to systematically improve the quality of products until the organisation makes products of ‘perfect’ quality.

Total Quality Management (1990s)

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Criteria Traditional attitude New attitude with TQMImportance: quality is a technical issue quality is a strategic issueCost: high quality costs money high quality saves moneyResponsibility: quality assurance department everyone in the organization

Target: meet specifications continuous improvementMeasured by: average quality level zero defectsEmphasis: detecting defects preventing defectsAttitude: inspect quality build qualityDefined by: organization customers

Armstrong, Michael. (2006). Handbook of management techniques, revised third edition. [Books24x7 version]


Deming (1990s):• Appreciation for a system

A system is a network of interdependent components that work together to try to accomplish the aim of the system

• Knowledge about variation Variation due to any of these individual sources appears at random; however, their

combined effect is stable and usually can be predicted statistically.

• Theory of Knowledge … knowledge is not possible without theory, and experience alone does not establish a

theory.

• Psychology … helps to understand people, interactions between people and circumstances,

interactions between leaders and employees, and any system of management.

System of Profound Knowledge (1990s)

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Deming, W. Edwards. ( © 1994). The new economics for industry, government, education, second edition. [Books24x7 version]http://www.enotes.com/quality‐gurus‐reference/quality‐gurus


Customer satisfaction:• Understanding, evaluating, defining, and managing expectations so that customer requirements are met.• Customers requirements determine quality—not products or processes.• Conformance to requirements: the project produces what it was created to produce.• Fitness for purpose: Product or service satisfies real needs.

Prevention over inspection:• Quality is planned, designed and built‐in.• NOT inspected in.

Continuous improvement:• Ongoing cycle of product/service and process improvement.• Plan‐Do‐Check‐Act cycle .

Quality is everyone’s responsibility:• Not merely the Quality Manager or the Project Managers.• But management’s responsibility is to provide resources .

Understanding variation and controlling it:• In particular distinguishing between common and special cause.

Contemporary Practice

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• Portability – the ease with which quality can be transferred from one environment to another.

• Reliability – the ability of a system to remain operational over an extended period of time (longer than the warranty).

• Efficiency – speed, accuracy, performance and effectiveness. • Usability – how well it meets the end users needs with the aim of

providing a good user experience.• Testability – a measure of how easy it is to create test criteria and

execute these tests. • Repeatability – the ability to repeat the level of quality.• Modifiability ‐ the capability for components to be suitable or

adaptable for use in other applications.

Attributes of Quality

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Conflicting Attributes

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For example: for speed a race car needs tyres that are fast andsticky, though these tyres won’t last very long in a race.


The quality of something can be determined by comparing a set of inherent characteristics (standards and / or specifications) with a set of requirements.

Quality is, therefore, a question of degree. As a result, the central quality question is: To what degree does this set of inherent characteristics comply with this set of

requirements?

In short, the quality of something (product) depends on the predefined requirements (set of standards and specifications), and how consistently the standards and specifications of the delivered product complies with the requirements.

Standards and Specifications

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Quality standards / specifications generally stem from one of the following areas:• Institutional (ISO / Australia Standards).• Industry requirements. • Manufacturer requirements.• Legislative (regulatory requirement).• Permit (a condition of an approval).• Client imposed (end user).

Origins of Standards & Specifications

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Which of these is the least important? The client, they may influence the other but they cannot overrule the others.


Framed by individual experience. Must be measurable. Distinguishing characteristic that defines

excellence Built into the project, not inspected of

the project. Prescribed through compliance with

regulation and guidelines:• Regular reviews processes and product.

Planned to ensure its right, first time. Aims to install best practice. Requires constant feedback. Applies continuous improvement

Quality in Practice

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, and consistency


Example of Standards / Specifications Institutional:

• AS/NZS 1754 for child car restraints. Industry requirements:

• Australian Vehicle Standards Rules 1999. Manufacturer requirements:

Towing capacity – 1200kg Braked, 695kg Un‐braked. Legislative:

• Roadworthy Certificate Permit:

• Vehicle must have a roadworthy certificate to be sold in Qld. Client imposed:

• New red car with towing and baby restraint capability.


Purpose of Standards / Specifications Establish appropriate product benchmarks. Ensure the process used to deliver a product

addresses the relevant benchmark. Enables the project’s stakeholders to understand and

delivery of the product. Makes certain the processes can be followed by all

resources appropriately, via appropriate:• Planning.• Implementation.• Monitoring and controlling.


A quality management system is generally a corporate‐wide systematic (documented) approach to quality.

Types of systems:• ISO 9000 – is a family of standards for a comprehensive quality

management systems.

• Six Sigma – requires quality processes that aim for 99.99966% of the products manufactured are statistically expected to be free of defects.

• Total Quality Management (TQM) – aims to continuously improve the quality of products and processes (quality management system).

Quality Management Systems

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Quality Assurance vs. Quality Control Quality assurance and quality control are often (incorrectly) used

interchangeably.

Quality assurance (fault prevention) – focuses on auditing the quality management system to ensure all quality planning and quality control actions have been performed in accordance with the defined processes. • This process must be independent of the project manager.

Quality control (fault detection) – checking the performance of work and the product against the predetermined requirements, standards and specifications (quality work plans). • These controls are separate to quality assurance and are undertaken by

the project team under the guidance of the project manager.


Quality Assurance – Fault Prevention Assurance: The act of giving confidence, the state of being

certain or the act of making certain. Quality Assurance: The planned and systematic activities

implemented in a quality system to ensure there is confidence that the product or service being delivered meets the predetermined criteria.

For example: An IKEA assembly line packs products for consumer use. An employee randomly takes a packed product and assembles it to check quality (quality control activity). An independent assurance officer checks to ensure that this process is being followed correctly (quality assurance activity).


How Faults Occur

Quality Mgt aims to: Decrease faults

being carried forward; and

Increase faults being removed.


Quality Control – Fault Detection Control: A management process in which the actual

performance of work or product is compared with predetermined planned performance levels.

Quality Control: The measurement and analysis of data essential to determine the effectiveness of the overall quality of the project work and / or product.

Quality control has a number of dimensions including: Data collection. Analysis and evaluation of data. Confirmation of compliance; or Response to ensure appropriate corrective actions.


Practical Application


Auditors / Inspectors

This course supports: Quality Assurance Auditors:

• Must be independent to the project manager.

• Reports to the project governance board.

• Provides advise to the project manager.

• Ensures the quality system is followed.

Quality Control Inspectors.• Appointed by and reports to the project manager.

• Ensures quality planning and control processes are followed.


8.1 Plan Quality Management—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.

8.2 Perform Quality Assurance—The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.

8.3 Control Quality—The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes (p 227).

PMBOK Quality Processes

38

Project Management Institute (PMI), (2013), A guide to the project management body of knowledge (5th ed.), Newtown Square, Pennsylvania, PMI


PMBOK Quality Mgt Overview

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Project Management Institute (PMI), (2013), A guide to the project management body of knowledge (5th ed.), Newtown Square, Pennsylvania, PMI, p 230


“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 relevant quality requirements.

The key benefit of this process is that it provides guidance and direction on how quality will be managed and validated throughout the project.

Quality planning should be performed in parallel with the other planning processes, for example proposed changes in the deliverables to meet identified quality standards may require adjustment of the:• Schedule;

• Budget; and / or

• Risk analysis”.

8.1 Plan Quality Management

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Project Management Institute (PMI), (2013), A guide to the project management body of knowledge (5th ed.), Newtown Square, Pennsylvania, PMI, p 231‐232


“Perform Quality Assurance is the process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.

The key benefit of this process is that it facilitates the improvement of quality processes.

The quality assurance process implements a set of planned and systematic acts and processes defined within the project’s quality management plan.

Quality assurance seeks to build confidence that a future output or an unfinished output, also known as work in progress, will be completed in a manner that meets the specified requirements and expectations.”

8.2 Perform Quality Assurance

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“Control Quality is the process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes.

The key benefits of this process include: 1. Identifying the causes of poor process or product quality and

recommending and/or taking action to eliminate them; and 2. Validating that project deliverables and work meet the requirements

specified by key stakeholders necessary for final acceptance.

The Control Quality process uses a set of operational techniques and tasks to verify that the delivered output will meet the requirements”.

8.3 Control Quality

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“Quality assurance should be used during the project’s planning and executing phases to provide confidence that the stakeholder’s requirements will be met and quality control should be used during the project executing and closing phases to formally demonstrate, with reliable data, that the sponsor and/or customer’s acceptance criteria have been met”.

8.3 Control Quality Continued…

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Project Management Institute (PMI), (2013), A guide to the project management body of knowledge (5th ed.), Newtown Square, Pennsylvania, PMI, p 249

Who should be responsible for undertaking quality assurance actions?


PMF Quality Processes

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Identify Quality Requirements

Develop Quality Product Work Plans

Identify Requirements, Standards & Specifications

Plan Quality Control Inspections

Identify Quality Control Inspection Tools

Implement Quality Management Plan

Report Quality Assurance Requirements

Monitor Project & Product Quality

Control Project & Product Quality

Planning

Initiation

Execution

FinalisationReview Quality Functional Processes


Initiation Phase Scope Processes

45










Planning

Initiation

Execution



Conditions of Approvals

Not Approved Approved

Potential Suppliers

Supply Rep Advice

Initial Quality Analysis

Project Manager Develops Initial

Quality Analysis for Project Charter

Identify all technical requirements

Identify all end user requirements

Record critical standards / specs and

requirements

Identify guiding quality principles

Project Close

(Start)Business Case /

Project Brief

Decision Gate

Historic Lessons Learned Logs

Proceed to Planning

Phase

Project Charter

Project Office(Project

Assurance)

Quality Initiation Actions

46

(Start)Business Case /

Project Brief


Initial Quality Analysis

Project Charter

Decision Gate

Proceed to Planning

Phase


Working closely with Identify Project Requirements, it is important to identify the quality standards of those requirements.

During the initiation phase it is impossible to determine the project’s full set of requirements, specifications and standards:

• Attributes/ characteristics/ features.

The initial quality requirements will simply be noted as a statement of quality, which will articulate the expected level of quality to be incorporated into the project product.

For example: a statement noting a bespoke product would indicate the project product will be custom or handmade, whereas an off‐the‐shelf product designates it is generic.


47


Examples: The construction of an all‐abilities playground at Musgrave Park

in accordance with the Building Code of Australia.

The construction of a 4 bedroom 2 bathroom brick veneer home with a colour‐bond roof in accordance with house plan Heritage 007 and the Building Code of Australia.

The preparation of plans for the upgrade of the M1 / M3 Interchange at Mount Gravatt in accordance with Queensland Department of Transport and Main Road’s Road Planning and Design Manual.

Statement of Quality

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Planning Phase Quality Processes

49










Planning

Initiation

Execution





Engaged Supplier(s)

Supply Rep Advice

Quality Management Plan

Project Manager Develops Quality

Management Plan as part of Project

Management Plan

Identify product / components detailed quality requirements

Identify all quality control inspections

Project Close

(Start)Approved Project

Charter

Decision Gate

Historic Lessons Learned Logs

Proceed to Execution

Phase

Project Management

Plan

Potential Suppliers

Individual Product Delivery Resource

Identify inspection tools and processes

Identify all quality assurance

audits

Origin of Standards

Product Delivery Team Manager

Product Delivery Team Resource

Project Office(Project/ Quality

Assurance)

Quality Planning Actions

50

(Start)Approved

Project Charter

Quality Management

Plan


Potential Individual

Product Delivery Resource

Potential Product Delivery Team Manager

Potential Product Delivery Team

Resource

Project Management

Plan

Decision Gate

Proceed to Execution

Phase


The quality section of the PMP must at a minimum identify:• The requirements of the product, including:

Attributes – an inherent aspect of someone or something (ingrained). Characteristics – a character or trait that identifies someone or something as different

to other people or things (identifiable). Features – an aspect or function of something (functionality)

• The standards of the product: Refer to the origins of standards.

• The specifications required of the product, such as: Business criteria. Functional criteria. Technical criteria.

Identify Requirements, Specifications & Standards

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Planning: A management process in which standards and specifications are predetermined.

Quality Planning: The development of the project’s predetermined product standards and specifications are identified, recorded and approved.

Quality planning has a number of dimensions including the following: • Interpretation of necessary standards, specifications and requirements.• Incorporating these standards, specifications and requirements into work

plans for resources to follow. • Obtaining approval of the plans ready for execution.


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Every project deliverable should be subject to some form of quality control.

Predetermined checks should be noted where required, this may include at beginning and mid points, not just at the end.

Look for the critical points in the production or construction processes, where a mistake will not easily be rectified.• For example:

Once concrete dries you cannot add or subtract the dimensions easily.

Once a length of timber has been cut it cannot be re‐joined.

• Remember the old adage of measure twice and cut one.

Record these inspections within the project schedule.


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Each quality control inspection will require the work plan and inspection tools to confirm compliance.

For example: • Excessive noise would be measured using a

decibel reader or metre. • Application of an ingredient would be

measured using scales. • Positioning of an item would be measured

using a tape measure of ruler.

Identifying the quality control tools during planning aids the identification of the correct inspection method.


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Quality assurance is the responsibility and is overseen by the Project Director.

External approval processes often require independent inspections (audits) of the project work.

This is consistent with quality assurance. Therefore, these inspection should be reported to the Project Director to ensure appropriate planning of quality assurance requirements.

The Project Manager, must:• Advise what external inspections must be performed during the project. • Advise the Project Director of these inspection.


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Execution Phase Quality Processes

56










Planning

Initiation

Execution



Non Conformance Conformance

Control Action Plan

Product Delivery Resource Advises Work Completed

Project Close

(Start)Approved PMP

Quality Performance

Proceed to Finalisation

Phase

Project Reports



Individual Product Delivery

Resource

Project Manager Implements PMP

through Allocation of Work Plans

Undertake Required Work

Actions According to Work Plan

Work Plans

Contracted Product Delivery

Resource(s)

Monitor Quality of

Work

Control Quality of

Work

Decision Gate

Mothball / Terminate Continue

Assurance Report


Assurance)

Quality Execution Actions

57

(Start) Approved

PMP

Work Plans

Product Delivery Team

Resource

Product Delivery Team

Manager

Individual Product Delivery Resource


Resource(s)

Monitor Quality of

Work

Control Quality of

Work

X Iterations to Complete

WBS

Decision Gate

Proceed to Finalisation

Phase


Assurance)


Implementing quality actions is generally undertaken in collaboration with the other functional areas of project management.

It is simply the process of enacting work actions in strict accordance with the information contained within the PMP.

The quality management plan, contains the quality work plans, and is one of the ancillary plan that collaboratively forms the PMP.

The quality work plans will ensure Product Delivery Resources work actions are undertaken in coordinated fashion.

Implementing quality actions will require the Product Delivery Resources to be advised of the work required and to notify the Project Management Team of any non‐conformance of quality.

Implementation

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Monitoring Quality has two components:• Monitoring as part of Quality Control, overseen by Project Manager:

Conducting quality control inspections to confirm that the work undertaken and the component produced comply with the requirements set out in the quality work plans.

Monitoring the quality of the project product (Product Delivery Resources).

• Monitoring as part of Quality Assurance, overseen by Project Director:

Conducting quality assurance audits to conform that quality planning and quality control processes have been undertaken in accordance with the quality management system.

Monitoring the quality of project management (Project Management Team).

Monitoring

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Controlling Quality has two components:• Controlling Quality Control, overseen by Project Manager:

Controlling quality non‐conformance of workmanship and/ or components of the project product will require rework.

Controlling the quality of the project product (Product Delivery Resources).

• Controlling Quality Assurance, overseen by Project Director:

Controlling quality assurance non‐conformance of the quality management system will require amendment to the system and possibly rework, as non‐conformance of the quality management system often identifies non‐conformance of the workmanship and/ or components as well.

Controlling the quality of project management (Project Management Team).

Controlling

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Finalisation Phase Quality Processes

61










Planning

Initiation

Execution




Project Close

(Start)Client

Acceptance Agreement Post Project

Report



Individual Product Delivery

Resource


Resource(s)

Post Project Assurance

Report

Product Development Documents

Post Project Quality

Functional Review

Project Manager Conducts Post Project Review

Decision Gate

Archive Project Documents

Project Management Documents


Assurance)

Quality Finalisation Actions

62

(Start) Client

Acceptance Agreement Post Project

Report

Post Project Quality

Functional Review

Product Development

Documents

Decision Gate

Project Close


Reviewing the processes involved in quality management must, as a minimum, investigate the following:

• At handover, was the project product delivered in accordance with the Client Organisation’s specified requirements?

Did it address the business criteria?

Did it address the technical criteria?

Did it address the functionality criteria?

• Where all of the project amendments approved via the integrated change control process?

• Could any of the amendments be avoided through better planning of the quality of work, including identification of the quality requirements?

• Was the Client Organisation satisfied with the quality of the product?

• Was the quality management system applied in full?

• Does the quality management system need to be upgraded?

Review Quality Functional Processes

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Cost of Quality

As part of the review you should consider the: Cost of conformance:

• Planning / inspecting / auditing.

• Efficiency / time of process / collecting evidence.

Cost of non‐conformance• Failure / rework / litigation / warranty / reputation.

Regardless of your approach the cost of quality must be considered for every organisation and project.


What is the Cost of Quality?

65

Project Management Institute. (2013). A guide to the project management body of knowledge (5th ed.). Newtown Square, Pennsylvania: PMI, pp.227‐254


Prevention Costs:• New product review, quality planning, supplier capability surveys, quality

education and training, process capability evaluations, quality improvement projects, quality improvement team meetings.

Appraisal Costs:• Incoming and source inspection/test of purchased material, in process and

final inspection/test; product, process or service audits; calibration of measuring and testing equipment; associated supplies and materials.

Internal Failure Costs:• Scrap, rework, re‐inspection, re‐testing, material review, downgrading.

External Failure Costs:• Processing customer complaints; customer returns; warranty claims; product

recalls.

Examples of Quality Costs

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http://asq.org/learn‐about‐quality/cost‐of‐quality/overview/overview.html


Prevention costsAppraisal costsInternal failure costsExternal failure costs

$ = Total Cost of Quality

The Total Cost of Quality

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The "cost of quality" isn't the price of creating a quality product or service. It's the cost of NOT creating a quality product or service.

http://asq.org/learn‐about‐quality/cost‐of‐quality/overview/overview.html


Clarified the term quality. Outlined how standards and specifications impact on

project quality. Identified the general origins of standards and

specifications. Identified how the components of quality fit within a

quality management system. Detailed the components of a quality management

system, which include:• Quality planning.• Quality assurance.• Quality control.

In Summary

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Verification:• Proof of compliance with specifications: Emphasising conformance to specifications. Requiring quality of the product. Conducted prior to work begins.

Validation:• Proof of user satisfaction: Emphasising fitness for purpose. Requiring quality of the product. Conducted during execution and at the conclusion of the work.

Linking Quality Management toVerification and Validation

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