PMP Study Group: Quality Management

Project Quality Management
PMP Prep Course – PMBOK 4th Edition – Version 2.
PMP Study Group
Quality Management
©2010 Long Island Chapter of the Project Management Institute ALL RIGHTS RESERVED
Project Quality Management Definition
A subset of project management that

includes the processes and activities of the
performing organization that determine quality
policies, objectives, and responsibilities so that the
project will satisfy the needs for which it was
undertaken.
PMBoK® Guide, 4th Edition, p. 189
2
“The degree to which an inherent set of

characteristics fulfills requirements.”
PMBoK® Guide, 4th Edition, Glossary
3
The Project Quality Management approach is

intended to be compatible with that of:
 International Organization for Standards (ISO)
 Proprietary approaches to quality management such as
those recommended by Deming, Juran, Crosby, and others
 Non-proprietary approaches such as Total Quality
Management (TQM), Six Sigma, Failure Mode and Effect
Analysis (FMEA), design reviews, Voice of the Customer
(VOC), Cost of Quality (COQ), and continuous improvement
4
Terms & Miscellaneous Facts

Total Quality A system of continuous improvement employing participative management and centered on
Management (TQM) the needs of customers.
Six Sigma is a method or set of techniques, used for business process improvement. It is a
quality measurement and improvement program originally developed by Motorola that
Six Sigma focuses on the control of a process to the point of ± six sigma (standard deviations) from a
centerline or 3.4 defects per million items.
A systematic way of examining a design for possible ways in which failure can occur. It
Failure Mode and Effect
assumes that no matter how knowledgeable or careful people are, errors will occur in some
Analysis (FMEA) situations.
A review of the layout or basic technical design of the project’s product before work to
Design Review create the final product begins.
A planning technique used to provide products, services, and results that truly reflect
Voice of the Customer
customer requirements by translating those customer requirements into the appropriate
(VOC) technical requirements for each phase of project product development (from PMBoK 4th ed)
A method of determining the total costs related to quality throughout the product life cycle.
Cost of Quality (COQ) These costs include prevention and appraisal costs as well as failure costs
A quality philosophy that assumes further improvements are always possible and that
Continuous Improvement processes should be continuously reevaluated and improvements implemented
5
Terms & Miscellaneous Facts (cont’d)
“Understanding, evaluating, defining, and managing expectations so that

customer requirements are met.”
Customer Satisfaction Requires:
conforming to requirements (producing what you are supposed to
produce)
ensuring fitness for use (the product/service satisfies the real
needs)
“Success requires the participation of all members of the project team,
but remains the responsibility of management to provide the resources
Management Responsibility
needed to succeed.”
Optimal quality is reached at the specific point where incremental gain
Marginal Analysis
from improvement equals the incremental cost to secure it.
Poor quality could lead to increased costs, low morale, unsatisfied
Impact of Poor Quality customers, loss or reputation, rework, increased risk, schedule delays,
and decreased productivity .
Adding more to the system than specified in the requirements. It can
increase operation and maintenance costs and reduce quality. Gold
Gold Plating
plating indicates project processes are out of control. Gold plating can
also be accomplished by adding unnecessary requirements.
6
Quality and Grade are not the same.

Quality – Comparison to requirements:
“the degree to which a set of inherent characteristics fulfill requirements.”
International Organization for Standardization.2005.ISO 9000.Quality
Management Systems – Fundamentals and Vocabulary. Geneva: ISO Pres
Grade:
“a category or rank used to distinguish items that have the same functional use, but
do not share the same requirements for quality.”
International Organization for Standardization.1994.ISO 8402.Quality

Management and Quality Assurance. Geneva: ISO Press (Withdrawn 2000)
7
Precision: “the values of repeated measurements are

clustered and have little scatter.”
Accuracy: “the measured value is very close to the true

value.”
8
Project Quality is best defined as:
a) Eliminating any and all rework

b) The degree to which the project approaches six sigma
c) Meeting or exceeding the customer’s expectations
d) The degree to which the project meets requirements
9
8.1 Plan Quality
8.2 Perform Quality Assurance
8.3 Perform Quality Control
10
8.1 Plan Quality
Project Management Process Groups

Knowledge Area Monitoring &
Initiating Planning Executing Closing
Controlling
8.2 8.3
8. Project Quality 8.1
- Perform Quality Perform Quality -
Management Plan Quality
Assurance Control
11
8.1 Plan Quality

Definition: “The process of identifying quality requirements and/or standards
for the project and product, and documenting how the project will
demonstrate compliance.”
12
8.1.1 Plan Quality Inputs
Describes the need, justification, requirements, etc., for the project and
is inclusive of the following:
Scope Statement: contains the description of services, list of
deliverables, acceptance criteria, and important information
regarding technical issues that could impact cost estimating
8.1.1.1 Scope Baseline WBS: provides the relationship among all the components of the
project and deliverables
WBS Dictionary: provides detailed statements of work that
provide an identification of the deliverables and a description of
the work within each WBS component required to produce each
deliverable
8.1.1.2 Stakeholder Register Identifies stakeholders with a particular interest in, or impact on, quality
Documents the accepted schedule performance measures, including

8.1.1.3 Schedule Baseline
start and finish dates
13
8.1.1 Plan Quality Inputs (cont’d)
Cost Performance Documents the accepted time phase used to measure cost
8.1.1.4
Baseline performance
Contains information on threats and opportunities that may impact

8.1.1.5 Risk Register
quality requirements
Factors in the project’s environment that affect the project.

Organizational culture, infrastructure, tools, human resources,
Enterprise
8.1.1.6 personnel policies, marketplace conditions, government agency
Environmental Factors
regulations, rules, standards, laws, and guidelines specific to the
application area or industry all may have some influence on the project
Organizational Process Organizational quality policies, procedures, guidelines, lessons

8.1.1.7
Assets learned, historical databases, and culture may affect the project
14
8.1.2 Plan Quality Tools and Techniques

The primary benefits of meeting quality requirements include:
● less rework
● higher productivity
8.1.2.
1
Cost-Benefit Analysis ● lower costs
● increased stakeholder satisfaction
The primary cost is the expense associated with project quality
management activities
Includes all costs incurred over the life of the product including preventive
and appraising activities, rework, and failure costs
● Cost of Conformance
● Prevention Costs
8.1.2.2 Cost of Quality (COQ)
● Appraisal Costs
● Cost of Non-conformance
● Internal Failure Costs
● External Failure Costs
15
8.1.2 Plan Quality Tools and Techniques (cont'd)
“A graphic display of process data over time and against

established control limits, and that has a centerline that assists in
8.1.2.3 Control Charts
detecting a trend of plotted values towards either control limit.”
PMBoK® Guide, Fourth Edition, Glossary
Upper Specification Limit

Upper Control Limit 3 standard deviations
2 standard deviations
1 standard deviation
Average/Mean
1 standard deviation
Lower Control Limit
Lower Specification Limit
16
8.1.2 Plan Quality Tools and Techniques (cont’d)
“Benchmarking involves comparing actual or planned project practices to

those of comparable projects to identify best practices, generate ideas for
8.1.2.4 Benchmarking improvement, and provide a basis for measuring performance.”
“A statistical method for identifying which factors may influence specific

Design of variables of a product or process under development or in production.”
8.1.2.5
Experiments (DOE)
While sampling is not done in planning, you need to consider sample

8.1.2.6 Statistical Sampling sizes and impact of sampling (e.g.: number of tests, expected scrap, etc.)
while developing the plan
“A graphical representation of a process showing the relationship among

process steps…..show activities, decision points, and the order of
8.1.2.7 Flowcharting processing….can help the project team anticipate problems that might
occur.”
17
8.1.2 Plan Quality Tools and Techniques (cont’d)
7. Flowcharting
PMBoK® Guide,4th Edition, p. 199

18
8.1.2 Plan Quality: Tools and Techniques (cont’d)
Includes:
 Brainstorming
Proprietary Quality  Six Sigma
8.1.2.8 Management  Lean Six Sigma
Methodologies  Quality Function Deployment
 CMMI
 Brainstorming
 Affinity Diagrams
 Force Field Analysis
Additional Quality
8.1.2.9  Nominal Group Techniques
Planning Tools
 Matrix Diagrams
 Prioritization Matrices
PMBoK® Guide, 4th Edition, p. 199-200
19
8.1.3 Plan Quality Outputs
Quality Management “The quality management plan describes how the project management
8.1.3.1
Plan team will implement the performing organization’s quality policy.”
“A quality metric is an operational definition that describes, in very

8.1.3.2 Quality Metrics specific terms, a project or product attribute and how the quality control
process will measure it.”
“A checklist is a structured tool, usually component-specific, used to

8.1.3.3 Quality Checklists verify that a set of required steps has been performed.”
PMBoK® Guide, 4th Edition, p. 200-201

20
8.1.3 Plan Quality Outputs (cont’d)
“The process improvement plan details the steps for analyzing

processes to identify activities which enhance their value.”
The Process Improvement Plan includes the following:
 Process boundaries – describe the purpose, start and end of
processes, their inputs and outputs, data required, and the
process owner and stakeholders
Process Improvement
8.1.3.4  Process configuration – a graphic depiction of processes, with
Plan
interfaces defined, used to facilitate analysis.
 Process metrics – along with control limits, allows analysis of
process efficiency
 Targets for improved performance – guides the process
improvement activities
Project Document Organizational quality policies, procedures, guidelines, lessons

8.1.3.5
Updates learned, historical databases, and culture may affect the project
21
Practice Question
Which of the following is not a Plan Quality

Tool or Technique?
a) Cost of Quality (COQ)

b) Benchmarking
c) Quality Metrics
d) Design of Experiments (DOE)
22

Knowledge Area
Monitoring &
Controlling
8.2 8.3
Assurance Control
23

Definition: “The process of auditing the quality requirements and
the results from quality control measurements to ensure
appropriate quality standards and operational
definitions are used.”

24
8.2.1 Perform Quality Assurance Inputs
Described in Section 4.2.3.1

Project Management  Quality management plan – describes how quality assurance
8.2.1.1 will be performed
Plan
 Process improvement plan – details the steps for analyzing
processes to identify activities which enhance their value
8.2.1.2 Quality Metrics Described in Section 8.1.3.2
 Technical performance measures

Work performance  Project deliverable status
8.2.1.3
information  Schedule progress
 Costs incurred
Quality Control
8.2.1.4 Described in Section 8.3.3.1
Measurements
25
8.2.2 Perform Quality Assurance Tools and

Techniques
Plan Quality and

8.2.2.1 Perform Quality Control Described in Sections 8.1.2 and 8.3.2
Tools and Techniques
“A quality audit is a structured, independent review to determine
8.2.2.2 Quality Audits whether project activities comply with organizational and project
policies, processes, and procedures”
“Process analysis follows the steps outlined in the process

8.2.2.3 Process Analysis
improvement plan to identify needed improvements”
26
8.2.3 Perform Quality Assurance Outputs
Organizational Process
8.2.3.1 Including the quality standards
Assets Updates
 Requests to increase effectiveness and/or efficiency of policies,

processes, and procedures of the performing organization
8.2.3.2 Change Requests
 Used as input into the Perform Integrated Change Control
process (section 4.5)
Project Management Plan

8.2.3.3 Quality, schedule, and cost management plans, in particular
Updates
 Quality audits reports

8.2.3.4 Project Document Updates  Training plans
 Process documentation
27
Quality control measurements are an output of

________ and an input of _________.
a) Perform Quality Assurance, Perform Quality Control

b) Perform Quality Control, Perform Quality Assurance
c) Perform Quality Control, Quality Planning
d) Quality Planning, Perform Quality Assurance
28

Knowledge Area
Monitoring &
Controlling
8.2 8.3
Assurance Control
29

Definition: “The process of monitoring and recording results of
executing the quality activities to assess performance
and recommend necessary changes.”

30
8.3.1 Perform Quality Control Inputs
Project Management
8.3.1.1 Described in Section 4.2.3.1
Plan
8.3.1.2 Quality Metrics Described in Section 8.1.3.2
8.3.1.3 Quality Checklists Described in Section 8.1.3.3
Evaluate actual progress as compared to planned progress

May include:
Work Performance  Planned vs. Actual Scheduled Performance
8.3.1.4
Measurements
 Planned vs. Actual Technical Performance
 Planned vs. Actual Cost Performance
31
8.3.1 Perform Quality Control Inputs (cont’d)
Part of the Perform Integration Change Control. Change Control

status updates indicate approved and unapproved changes.
Approved Change May include:
8.3.1.5
Requests • Defect repair
• Revised work methods and
• Revised schedule
Defined in Integration (4.3.3.1), the deliverables are the items whose

8.3.1.6 Deliverables
quality you are checking during Perform Quality Control
May include:
Organizational Process
• Quality Standards and Policies
8.3.1.7
Assets • Standard Work Guidelines
• Issue and Defect reporting procedures and communication
policies
32
8.3.2 Perform Quality Control Tools and

Techniques
“Cause and effect diagrams, also called Ishikawa diagrams or fishbone
Cause and Effect diagrams, illustrate how various factors might be linked to potential
8.3.2.1
Diagram problems or effects.”
PMBoK® Guide, Fourth Edition, p. 208
Cause Effect
Machine Method Material
Problem
Statement
Measurement Personnel Environment

33

Techniques (cont’d)
8.3.2.2 Control Charts Described in Section 8.1.2.3
8.3.2.3 Flowcharting Described in Section 8.1.2.7
A vertical bar chart showing a distribution of variables where each

column represents an attribute or characteristic of a
8.3.2.4 Histogram
problem/situation, and the height of the column represents the
relative frequency of the characteristic

34

“A histogram, ordered by frequency of occurrence, that shows how
8.3.2.5 Pareto Chart many results were generated by each identified cause.”
PMBoK® Guide, Fourth Edition, p. 210

35

A Run Chart shows the history and pattern of variation. A run chart is a
line graph that shows data points plotted in the order in which they
occur. Primarily used in trend analysis which involves mathematical
8.3.2.6 Run Chart techniques to forecast future outcomes based on historical results.
Most often used to analyze:
 Technical performance
 Cost and schedule performance
“A scatter diagram shows the relationship between two variables. This
8.3.2.7 Scatter Diagram tool allows the quality team to study and identify the possible
relationship between changes observed in two variables.”

36

8.3.2.8 Statistical Sampling Described in Section 8.1.2.6
The examination of a work product or defect repair to determine

8.3.2.9 Inspection whether it conforms to documented standards. Also called reviews,
peer reviews, audits, or walkthroughs.
Approved Change
8.3.2.10 Verify changes were implemented as approved
Requests Review
37
8.3.3 Perform Quality Control Outputs
Quality control Represent the results of QC activities that are fed back to QA to
8.3.3.1
measurements reevaluate and analyze standards and processes
8.3.3.2 Validated changes Described in Section 8.1.3.2
Confirming the correctness of the deliverables.

8.3.3.3 Validated deliverables
An input to Verify Scope (5.4.1.4) for formalized acceptance.
Organizational process Completed checklists (4.1.1.5)

8.3.3.4
assets updates “Lessons Learned” documentation
38
8.3.3 Perform Quality Control Outputs (cont’d)
Issued if the recommended corrective or preventive actions or a defect

8.3.3.5 Change requests
repair requires a change to the project management plan
In particular:
Project Management  Quality management plan
8.3.3.6
Plan updates
 Process improvement plan
Project documentation
8.3.3.7 May include Quality Standards documentation
updates
39
8.3 Perform Quality Control Terms &

Miscellaneous Facts
Preventive Action  Keep things from going bad

Corrective Action  Things are trending bad
Defect Repair  Things went bad
40

Miscellaneous Facts (cont’d)
Trend Analysis is a mathematical technique used to forecast

Trend Analysis
future outcomes based on historical results
The likelihood that something will occur, usually expressed as a

Probability
decimal, fraction or scale from 0 to 1
Two events are said to be mutually exclusive if they cannot both

Mutual Exclusivity
occur in a single trial
Normal Distribution The most common probability density distribution chart. It is in

the shape of a bell curve and is used to measure variations
41

Statistical The probability of one event occurring does not affect the probability of
Independence another event occurring
A measure of a range is its standard deviation. Distance from the mean

Standard Deviation is taken on both sides
(sigma) +/- 3 sigma = 99.73%
+/- 6 sigma = 99.99985%
Upper and Lower The acceptable range of variation of a process often shown as two
Control Limits dashed lines on a control chart
Assigned Cause /
A data point or rule of seven that requires investigation to determine
Special Cause the cause of the variation
Variation
42

A heuristic that refers to non-random data points grouped together in a

Rule of Seven series on one side of the mean. Indicates that the process is out of
control
A line in the middle of the control chart that shows the middle of the
Mean range of acceptable variation of the process
Represent the customer’s expectations or contractual requirements for

Specification
performance and quality. To meet specification limits, the control limits
Limits must be stricter than the specification limits
Occurs when a data point falls outside of the upper and lower control
Out of Control limit or rule of seven. Lack of consistency and predictability of the
process
43

Project teams should know these differences:
Prevention vs. Inspection

(Keeping errors out of the process) (Keeping errors out of the hands of the
customer)
Attribute Sampling vs. Variable Sampling
(Result conforms or does not) (Result rated on continuous scale to measure
degree of conformity)
Special Causes vs. Random Causes
(Unusual events) (Normal process variation)
Tolerances vs. Control Limits
(Results fall within specific range) (Results fall within control limit)
44

1) A Standard:
“document that provides, for common and repeated use, rules,
guidelines or characteristics for activities or their results, aimed at
the achievement of the optimum degree of order in a given
context.”
2) Regulations:
“requirements imposed by a government body”
45
Which Quality Control Tool or Technique is used to

prioritize potential causes of problems?
a) Cause & Effect Diagram

b) Run Chart
c) Pareto Diagram
d) Histogram
46
Traditional Thinking: Human beings make mistakes and errors are inevitable.
The cost to secure zero defects would be significantly greater than the value of
achieving "perfection.“
Joseph Juran: A "breakthrough" is the accomplishment of any improvement

that takes the organization to unprecedented levels of performance. Defined
Quality as “fitness of use”.
Phillip Cosby: Popularized the concept of the cost of poor quality, zero defects,
advocated prevention over inspection and said “Quality is free”.
W. Edwards Deming: Advocated “Plan-Do-Check-Act” cycle.
47
Taguchi Method: Uses statistical techniques to compute a "loss

function" to determine the cost of producing products that fail to achieve
target value. Used to estimate the loss associated with controlling or
failing to control process variability. Based on principle that by carefully
selecting design parameters to produce robust design, an organization
can produce products that are more forgiving and tolerant. Helps
determine the value or break-even point of improving a process to
reduce variability.
Constancy of Purpose: Should be provided by Top Management and

infused throughout the organization. Requires a shared belief among
organization members. Quality Assurance and Control are performed
by everyone.
48
Study Chapter 8 in the PMBoK

Study Chapter 8 in Rita’s Book
Take practice tests until you can consistently score 80+
Read additional material on relevant subjects
Take the exam relatively soon after the exam prep
classes
49
Good Luck!!

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Project Quality Management

PMP Prep Course – PMBOK 4th Edition – Version 2.

PMP Study Group

Project Quality Management Definition

A subset of project management that

“The degree to which an inherent set of

The Project Quality Management approach is

PMBoK® Guide, 4th Edition, p. 190

Terms & Miscellaneous Facts

Terms & Miscellaneous Facts (cont’d)

“Understanding, evaluating, defining, and managing expectations so that

Quality and Grade are not the same.

International Organization for Standardization.1994.ISO 8402.Quality

Precision: “the values of repeated measurements are

Accuracy: “the measured value is very close to the true

Project Quality is best defined as:

a) Eliminating any and all rework

8.1 Plan Quality

8.2 Perform Quality Assurance

8.3 Perform Quality Control

8.1 Plan Quality

Project Management Process Groups

8.1 Plan Quality

PMBoK® Guide, 4th Edition, p. 192

8.1.1 Plan Quality Inputs

Documents the accepted schedule performance measures, including

8.1.1 Plan Quality Inputs (cont’d)

Contains information on threats and opportunities that may impact

Factors in the project’s environment that affect the project.

Organizational Process Organizational quality policies, procedures, guidelines, lessons

8.1.2 Plan Quality Tools and Techniques

8.1.2 Plan Quality Tools and Techniques (cont'd)

“A graphic display of process data over time and against

Upper Specification Limit

Lower Specification Limit

8.1.2 Plan Quality Tools and Techniques (cont’d)

“Benchmarking involves comparing actual or planned project practices to

“A statistical method for identifying which factors may influence specific

While sampling is not done in planning, you need to consider sample

“A graphical representation of a process showing the relationship among

8.1.2 Plan Quality Tools and Techniques (cont’d)

PMBoK® Guide,4th Edition, p. 199

8.1.2 Plan Quality: Tools and Techniques (cont’d)

8.1.3 Plan Quality Outputs

“A quality metric is an operational definition that describes, in very

“A checklist is a structured tool, usually component-specific, used to

PMBoK® Guide, 4th Edition, p. 200-201

8.1.3 Plan Quality Outputs (cont’d)

“The process improvement plan details the steps for analyzing

Project Document Organizational quality policies, procedures, guidelines, lessons

Which of the following is not a Plan Quality

a) Cost of Quality (COQ)

8.2 Perform Quality Assurance

Project Management Process Groups

8.2 Perform Quality Assurance

PMBoK® Guide, 4th Edition, p. 202

8.2.1 Perform Quality Assurance Inputs

Described in Section 4.2.3.1

8.2.1.2 Quality Metrics Described in Section 8.1.3.2

 Technical performance measures

8.2.2 Perform Quality Assurance Tools and

Plan Quality and

“Process analysis follows the steps outlined in the process