Online PMP Training Material for PMP Exam - Quality Management Knowledge Area

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Quality Management
Chapter 8

Chapter 8
Objectives
Understand the different Quality
Management Processes
Their Inputs, Tools and Techniques,
Outputs
This chapter entails one to
understand the various
Quality Management
aspects required to maintain
the desired customer quality.
Driving the project towards
the desired outcome while
maintaining quality is one of
the key to making the
project successful!

Project Quality Management includes processes to
ensure the project deliverables are in conformance to the
project requirements.
Ensuring the Quality and Grade of the deliverables is
understood by the team is essential and needs to be
detailed in Plan Quality Management.
Quality of the deliverables in the project is the
conformance to the Requirements, whereas the Grade of
the deliverables is the conformance to the technical
characteristics of the deliverables.
Similarly, project deliverables as per needs of the quality
conformance need to be detailed with Precision and
Accuracy.
Precision: measure of exactness. Ex: Remember a Unit
on Scale Precision.
Accuracy: measure of correctness. Ex: Remember Dart
Board Accuracy of Target.
Knowledge Area: Quality Management

There are 3 Quality Management processes, namely:
1. Plan Quality Management
Planning Project Policies, Processes, Procedures which will
enable and ensure the Project deliverables are in
compliance with the quality requirements.
2. Perform Quality Assurance
Performing Quality Audits to ensure the right set of Policies,
Processes, Procedures are used to deliver the desired
quality and grade of deliverables with defined precision and
accuracy. Quality Control Measurements can be applied to
achieve the same.
3. Control Quality
Process of managing the project quality in the defined
tolerance levels, control limits and ranges during the project
execution.

Some important quality terms used often in different
quality approaches.
Customer Satisfaction
Ensuring the project requirements are met and
at the same time ensuring the project outcome
is usable by the end user or the client
Prevention over Inspection
Quality should be planned always to be
proactive, the cost of prevention of defects is
much lesser than the cost of inspection.
Continuous Improvement
There are multiple Continuous Quality
Improvement initiatives possible and depends
on the project need to engage the level of
quality desired & may follow one of these
approaches:
Plan-Do-Check-Act (PDCA)
Total Quality Management (TQM)
Six Sigma
Lean Sigma
Kaizen(Kai-to alter; Zen-to make better)
Continuous Process Improvements (CPI) in any
project may be taken up with specially defined
approaches as in:
Organizational Project Management Maturity
Model (OPM3)
Capability Maturity Model Integrated (CMMI)
Management Responsibility
Achieving Quality requires Management
participation and support. Management has to
take responsibility to ensure the quality is given
due diligence without which the quality may cut
corners across the project duration due to
tradeoffs for customer & market priorities or any
other.
International Organization for Standardization
(ISO)
ISO is an International standards setting
voluntary body which develops, publishes and
administers the International Standards.
Quality Management basic approach outlined
by PMBoK® is inline with the ISO.

There are 3 Quality Approaches, namely:
• Proposed that organizations can increase their quality and reduce costs by CPI (Continuous
Process Improvements) and by thinking the entire evolution as a manufacturing system instead
of standalone unconnected pieces
W. Edwards Deming
• Proposed the application of Pareto’s(80-20) Principle to Quality
as 80% of the quality issues are due to the 20% of the causes.
• Also, developed Juran’s Trilogy:
• Quality Planning
• Quality Control
• Quality Improvement
Joseph. M. Juran
• Proposed the DiRFT (Doing it Right First Time) for the Quality Crisis
• Proposed 4 Major Principles of Quality
• Quality is Conformance to Requirements
• System of Quality is Prevention
• Performance Standard = Zero Defects
• Measurement of Quality = Price of Non-Conformance
Philip. B. Crosby

8.1 Plan Quality Management
Inputs
•Project Management Plan
•Stakeholder Register
•Risk Register
•Requirements
Documentation
•Organizational Process
Assets
Tools & Techniques
•Cost Benefit Analysis
•Cost Of Quality
•Seven Basic Quality
Tools
•Benchmarking
•Design Of Experiments
•Statistical Sampling
•Additional Quality
Planning Tools
•Meetings
Outputs
•Quality
Management Plan
•Process
Improvement
Plan
•Quality Metrics
•Quality Checklists
•Project
Documents
Updates
•Integration
•Develop Project Management Plan
•Scope
•Plan Scope Management
•Collect Requirements
•Define Scope
•Create WBS
•Time
•Plan Schedule Management
•Define Activities
•Sequence Activities
•Estimate Activity Resources
•Estimate Activity Duration
•Develop Schedule
•Cost
•Plan Cost Management
•Estimate Costs
•Determine Budget
•Quality
•Plan Quality Management
•Human Resource
•Plan HR Management
•Communications
•Plan Communications Management
•Risk
•Plan Risk Management
•Identify Risks
•Perform Qualitative Risk Analysis
•Perform Quantitative Risk Analysis
•Plan Risk Responses
•Procurement
•Plan Procurement Management
•Stakeholder
•Plan Stakeholder Management
Planning Process
It is the process to establish the Quality Management Plan based
on which the Project Quality will be planned, managed and
controlled on the relevant quality requirements and standards.
This also helps to document approaches which will guide on how to
ensure compliance to those requirements and standards.
Provides opportunity to establish mechanisms to setup process
improvements and continuous refinement procedures, define
metrics and quality checklists.

Primary benefits of meeting quality
requirements include less rework, higher
productivity, lower costs, increased
stakeholder satisfaction, and increased
profitability.
A cost-benefit analysis for each quality
activity compares the cost of the quality
step to the expected benefit.
Cost Benefit Ratio(CBR)
CBR =
𝐶𝑜𝑠𝑡
𝐵𝑒𝑛𝑒𝑓𝑖𝑡
Benefit Cost Ratio(BCR)
BCR =
𝐵𝑒𝑛𝑓𝑖𝑡
𝐶𝑜𝑠𝑡
How to use CBR & BCR ratios to pick
Projects?
Projects are compared for the better
benefit amongst a group of Projects.
The Project with highest BCR wins or
the Project with lowest CBR wins.
For any given project, always pick the
projects with benefit or at least the ones
which does not incur loss:
BCR Greater than or Equal to 1.0.
or
CBR Lower than or Equal to 1.0
Cost Benefit Analysis

Also known as 7QC Tools for 7 Quality
Control Tools.
Applied to plan Quality & solve the
Quality Improvement related issues on
the project.
1. Cause and Effect Diagrams
2. Flowcharts
3. Check Sheets
4. Pareto Diagrams
5. Histograms
6. Control Charts
7. Scatter Diagrams
1. Cause and Effect Diagrams
(Also known as Ishikawa’s Fish Bone)
The problem statement is kept at the head
of the fish and traced backwards to identify
the root cause and possible actions.
Identification of the root cause happens
based on the repeat question “why” until
the root cause of the problem is found.
2. Flowcharts (Process Maps)
Flow charts define the end to end flow of
the steps and branching possibilities that
exist for a process.
Cost estimating is obtained by using the
workflow branching logic and associated
estimated monetary value for the
conformance and non-conformance work.
Seven Basic Quality Tools

Low Website Traffic
Socially networked?
Easy user navigation?
Appealing Design
& Aesthetics ?
Works on Smart devices?
Works on Tabs? Not much content?
Good Quality of Content?
Is website playful to keep user
long on website?
Is content and experience user
friendly & engaging?
Enough PR Engage?
Traditional Campaigns?
Social Campaigns?
Cause and Effect Diagram
(Ishikawa Fishbone Diagram)

Start
End
Production Setup
Production
Compliance
Kick start
Production
decision
Summation
Re-Planning
Error Type
Count
(frequency)
Weight Score
Design Error IIIII III 12 8 * 12 = 96
Development
Error
IIIII IIIII IIIII 6 15 * 6 = 90
Quality Error
IIIII IIIII IIIII
IIIII IIII
3 24 * 3 = 72
Integration
Error
III 15 3 * 15 = 45
Total Score
96+90+72+45 =
303
Are used to organize the facts in a manner that
will facilitate effective collection of useful data
about a potential quality problem.
They are useful for gathering data attributes
while performing inspections to identify
defects.
Flowcharts Check Sheets

Pareto Diagrams are visual representation of the
entire set of problems which are categorized. Out
of the 100% problems, consider to focus efforts to
fix on the 80% on the issues.
Focusing on 80% of problems with a small 20% of
root causes will yield major improvements.
Pareto Diagrams are based on the Pareto’s law,
accordingly to which a relatively small number of
causes will typically produce a majority of the
problems or the defects identified.
Based on this principle, it is observed that 80%
of the problems are due to 20% of the causes.
Analysis Deficit Design Gaps
Development
Bugs
Architectural
Flaws
Quality Gaps Integration Miss Others
Frequency 26 21 19 11 8 7 8
Cumulative 26% 47% 66% 77% 85% 92% 100%
0%
25%
50%
75%
100%
0
5
10
15
20
25
30
%ofdefects
RateofDefects
Pareto Diagram (80-20)Focus Efforts on Top
80% Topics
Pareto Diagrams

This tool illustrates the common causes
in any process with a number and
relative heights of the bar.
Histogram does not relate with the
causes based on the time phased
manner. The causes may happen over
any duration of time and is not
represented in histogram.
Is a graphical representation of any
particular nature of element with its wide
spread distribution of frequency or
occurrence intervals and having the
Central tendency.
The Histogram may be ordered or
unordered. Below representation is an
ordered histogram which represents the
central tendency and subsequent
dispersed distribution.
Integration Miss Quality Gaps
Development
Bugs
Analysis Deficit Design Gaps
Architectural
Flaws
Others
Frequency 7 8 19 26 21 11 8
0
5
10
15
20
25
30
RateofDefects
Histogram (Causes for sub standard Product Quality)
Histograms

Any deviations beyond UCL & LCL should be acted
upon to ensure the process is brought back to
stableness.
Process is considered out of control when:
A data point is beyond the Upper or Lower Control
Limit, however it is well within the Upper or Lower
Specification Limits
7 consecutive points above or below the mean of
the Chart
Control charts provide a visual representation
for review of the goal attainment performance
and the deviations of any process to the
defined path being stable or not.
Upper Control Limits and Lower Control Limits
define the process stableness. Any actual
values within the UCL & LCL provides a ready
answer that the process has been stable and
inline with the expectations.
Control Charts
0
20
40
60
80
100
120
140
160
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
Actual Value
UCL Specification Limit
UCL(Upper Control Limit)
Planned Value
LCL(Lower Control Limit)
LCL Specification Limit
Customer Defined
Specifications
Process Owner
Defined Limits
3
3

Scatter Plot (Negative & Positive Co-relation)
Negative Correlation -
Data trends downward
Positive Correlation -
Data trends Upward

Scatter Diagrams (Co-relation Charts)
Negative Correlation Positive Correlation No Correlation
Scatter Diagram or Scatter Plot is a graphical representation that shows the relationship also
known as co-relation between data points of variables. This tools aids to study and identify
possible relationship between changes observed amongst variables.
We also come across basic terms here such as:
 Negative Co-relation (data points indicating the negative trend)
 Positive Co-relation (data points indicating the positive trend)
 No Co-relation (data points distributed across with no clear trend visible)
 Best Fit Line (diagonal line with data points equally distributed on both sides)

This involves comparing the planned
processes to the already existing/used
processes which have been considered best
practiced processes in any similar relevant
project within or outside the organization.
This type of benchmarking ensures that the
project processes adopt the best in line and
best in industry practices thereby naturally
increase the likely hood of becoming the
ideally run project success.
Benchmarking

Design of Experiments(DOE)
DOE is conducted to optimize the values and
parameters of any production process or product
being developed.
DOE is based on the statistical framework and
ensures to make multiple variable changes at
once to identify the best possible combinations to
achieve the desired results.
This drastically helps to conduct the experiments
keeping these conditions in mind and target the
set or defined cost parameter while achieving the
product requirements.
Example:
Imagine a jet engine, thousands of variables act
in tandem to produce the desired outcome.
Ensuring the required output is achieved at
optimal use of Jet Fuel is one of the key to high
performance engines which is a possibility of
design of experiments.
This can be soft tweaked and not hard tweaked
being considerate of costs involved in
experimentation.
Statistical sampling involves picking up a random
sample from a large population group of items
produced to ensure the Quality is being well
maintained.
Example:
A leading beverages company uses this
technique to ensure the quality of their beverages
are in line to the customer expectations.
Picking a random sample out of a large produced
numbers for a quality check from every lot
ensures the lot produced is of the desired quality.
Statistical Sampling

Two type of Sampling
Attribute Sampling
Attribute Samples (Yes/No)
(Very Good, Good, Neutral,
Bad) type of answers for a
defined sample set in question
for testing.
Variable Sampling
Variable Samples (0.1, 0.5,
0.8, 0.95, 0.24) type of
variables for a sample set
which we are testing.

Other quality planning tools are
used to define quality requirements
and to plan effective quality.
Brainstorming
Used to generate ideas in group
discussion mode.
Force Field Analysis (FFA) –
Decision Making
Forces acting for and against
Change on a Plan.
Nominal Group Technique
Allows the idea to be
brainstormed in a small group
before being reviewed by a
larger group.
Quality management and control
tools
Can be used to link and
sequence the quality activities.
Additional Quality Planning Tools
Driving & Restraining Forces in equilibrium
Equilibrium
RestrainingForcesDrivingForces
PlanorProposalorDecision
How FFA Tool is used in practice for Decisions?
1. Keep Plan or Proposal (Change) or Decision to be arrived in
Equilibrium.
2. Look at the Forces acting FOR. Identify and evaluate them.
3. Look at the Forces acting AGAINST. Identify and evaluate them.
4. Assign a rank for both sides of the Force(say 1-lower to 5- higher)
5. Finally Sum them up and make the decision based on the highest rank
side.

Quality Management Plan
Quality Management Plans define how the
Organizational Quality Policies and Project
quality objectives will be implanted and achieved.
Key Benefit of this process is to ensure to meet
project value proposition and reduce costs and
rework patterns.
Process Improvement Plans identify the activities
and process in the project management through
which the value can be enhanced.
Areas which may be considered for such:
Process Boundaries
Process Configuration
Process Metrics
Targets for Improved Performance
Process Improvement Plan

Quality Metrics
Quality Metrics are used to measure the outputs
of the processes and the outcomes of the
procedures followed.
Measuring quality with metrics provide
quantitative format to ensure suitable actions,
controls or further measures adopted or tweaked
to achieve desired state of outcome.
Usually the process are defined in a range of
tolerance and any deviations beyond the
tolerance levels are acted upon.
Quality Checklists are adopted to ensure the
frequently performed tasks and procedures are
followed in the precise same manner without
taking any deviation and introduce errors.
Checklists are often standardized and ensured
they follow the recurring protocols. In some
industries, there are pre-defined checklists which
are naturally adopted by every project performed
in similar.
Quality Checklists

8.2 Perform Quality Assurance
Inputs
• Quality Management Plan
• Process Improvement Plan
• Quality Metrics
• Quality Control
Measurements
• Project Documents
Tools & Techniques
• Quality Management And
Control Tools
• Quality Audits
• Process Analysis
Outputs
• Change Requests
• Project Management Plan
Updates
• Project Document Updates
• Organization Process Asset
Updates
•Integration
•Direct and Manage Project Work
•Scope
•Time
•Cost
•Quality
•Perform Quality Assurance
•Human Resource
•Acquire Project Team
•Develop Project Team
•Manage Project Team
•Communications
•Manage Communications
•Risk
•Procurement
•Conduct Procurements
•Stakeholder
•Manage Stakeholder Engagement
Executing Process Perform Quality Assurance to
provide the quality of the end
product is to the standards defined
and expected.
This process ensures audit of the
Quality requirements and the results
from the Quality control
measurements to ensure that the
appropriate quality standards and
operational definitions are used.
Key Benefits is it helps to ensure
the quality processes are adopted
and the end product is to the extent
of desired quality.
Quality Assurance contributes to
processes and mechanisms in
place to ensure the final output or
outcome of the end product will be a
quality product with almost certainty.
It also helps prevent the defects in
first place to ensure the end product
is of high quality.
As part of the quality assurance,
continuous process improvement
initiatives are also taken up which
naturally increase the efficiency and
effectiveness of all processes.

Quality control measurements can also compare the processes used to create the
measurements and validate to ensure their level of correctness.
Quality Control Measurements
Acknowledged. Source: http://www.belatrixsf.com

Performing Quality Assurance involves the tools and techniques
from the quality planning, quality control such as:
Affinity Diagrams - Organize Large Amounts of
disorganized data for groupings
Process Decision Program Charts (PDPC) - Breaks down
tasks into tree hierarchy and ensure the low level risks and
issues are identified.
Interrelationship Digraphs(ID) - Defines the relationships
between complex situations to solve complexities
Tree Diagrams - Breaking into granularities helps think at
finer detail.
Prioritization Matrix - Each item is given a weight to identify
and focus on the items which are more important in nature.
Activity Network Diagrams
Matrix Diagrams - Tasks are often referred with reference to
a relation to each other on parameters.
Affinity diagrams
Process decision
program charts
(PDPC)
Tree diagrams
Quality Management and Control Tools
Matrix diagrams
Interrelationship
digraphs
Prioritization Matrix
Activity network
diagrams

Quality Audit is an independent process to
ensure the quality process (which are laid in
place to ensure the quality assurance, quality
control) objectives as planned are materialized
along with any shortfalls being identified including
the conformity and compliance gaps.
Audits are also applicable not only to processes,
it may be extended to policies, procedures,
checklists so on.
Quality Audits are normally performed by an
independent Quality team & preferably not same
quality team working on project itself.
In large organizations, an independent
standalone groups exist to perform random
audits and checks which also supplement to
identify and share best practices from across the
projects, which is beneficial.
Quality Audits are constructive in nature and
should be treated for betterment of the
shortcomings than the customer finding the
shortcomings.
This is performed to identify the root cause of
issues, discover underlying cause.
Detailed study of process ensures the process
improvements are possible by looking at the
betterment of processes, eliminate the non-value
add activities and so on.
This also leads to come up with the preventive
actions and eliminate any constraint behaviors on
certain processes.
Quality Audits ProcessAnalysis

8.3 Control Quality
Inputs
•Quality Metrics
•Quality Checklists
•Work Performance Data
•Approved Change Requests
•Deliverables
•Project Documents
•Organizational Process Assets
Tools & Techniques
•Seven Basic Quality Tools
•Statistical Sampling
•Inspection
•Approved Change Requests
Review
Outputs
•Quality Control Measurements
•Validated Changes
•Verified Deliverables
•Work Performance Information
•Change Requests
Updates
•Project Document Updates
•Organizational Process Assets
Updates
•Integration
•Monitor and Control Project Work
•Perform Integrated Change Control
•Scope
•Validate Scope
•Control Scope
•Time
•Control Schedule
•Cost
•Control Costs
•Quality
•Control Quality
•Human Resource
•Communications
•Control Communications
•Risk
•Monitor & Control Risks
•Procurement
•Control Procurements
•Stakeholder
•Control Stakeholder Management
Monitoring & Controlling
Process
It is the process of controlling the quality of the end deliverables
across the project.
Quality planned may be monitored across monitoring and
controlling group to identify deviations from planned quality
assurance processes & control checks.
Key benefit includes the project quality is maintained to the
expected grade of quality. Eliminate and or minimize the impact
of bad processes along with validation of the project
deliverables conformance to the stakeholders or customer
requirements.

Chapter 8 - Debrief

THIS BRINGS TO “QUALITY MANAGEMENT” COMPLETION.
From what we have understood so far is:
 3 Quality Management Knowledge Area Processes
 Identified their Inputs, Tools & Techniques, Outputs
Chapter 8

Acknowledgements & Disclaimer
PMI, PMBOK, PMP, CAPM, PgMP, PMI-
ACP, PMI-RMP, PMI-SP are registered
marks of Project Management Institute,
Inc.
All registered trademarks, symbols, names
are marks of their respective owners and
acknowledged.

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