1. Quality Management

2. Though every employee is responsible for quality outcomes, the project quality responsibilities fall on the PMP.
Quality is defined as how accurately a product fulfills requirements and meets stakeholder satisfaction. The PMP should perform quality assurance activities throughout the project lifecycle to ensure the quality of a product before delivered.
Key concepts of Quality Management:
Crosby Zero Defects. This is the creation of processes to identify and remove defect.
Six Sigma. A data-driven approach to refine a process to eliminate human error or outside influences.
Just in Time. This is method to build products as you need them is implemented to eliminate the build up of inventory.
Total Quality Management. All team members are focused on the quality of the product presented to the customers and help refine the process of making the product.
Kaizen. A business philosophy of continuous improvement of working practices such as cycle time reduction, cost reduction, and increase customer satisfaction. This philosophy involves applying continuous small improvements.

3. Quality Control
Quality Assurance
Plan Quality
The first of the three key concepts of Quality Management is Plan Quality Management.

4. Plan Quality Management is the process of defining and documentation of requirements needed to meet quality compliance.
When making the Project Management Plan and the Project Scope Statement, the requirements gathered will include some performance, reliability, and maintainability, or rather quality measures relevant to the project, that must be fulfilled. Many times now to achieve the requirements will be defined as well.
Key Concepts:
Cost-Benefit Analysis. This analysis is preformed to determine if the cost of implementing quality requirements outweighs the benefits.
Cost of Quality. This is the total cost of quality efforts, nonconformance preventions, throughout a product’s lifecycle where the highest quality cost is making repairs to defects and the lowest quality cost is implementing prevention measures. All this work is to ensure conformance to requirements and can include appraisal costs as well as internal and external nonconformance costs.
Internal versus External. When discussing internal and external costs, this does not necessarily mean internal and external to the company. This concept is in reference to the project.

5. There are many different tools a PMP can implement to help Plan Quality Management.
Common tools for planning quality management:
Benchmarking – This tools is using historical data or other project’s that have needed similar products to compare the quality practices defined and the outcomes. This can provide a standard for measuring performance.
Statistical Process Control (SPC) Chart – This a method to determine if a process is stable using statistical sampling. The control limits are internally defined and applied to the chart.

6. There are many different tools a PMP can implement to help Plan Quality Management.
Common tools for planning quality management (cont.):
Fishbone Diagram or Flowcharts – The identification of causes for failures and opportunities for improvements in a clear, graphical manner.
Six Sigma – A range of statistically-based deviations allowed in a methodology. For example, a 6 Sigma process would allow for one defect per 3.4 products or cycle iterations.

7. After identifying defects and causes for defect, a PMP can plan measures to ensure the quality meets project expectations. A
Key resultant documents:
Quality Management Plan – This plan provides instructions to the team on how to implement a quality policy on all products. Key topics that the plan covers are updates to the project management plan, quality control, quality assurance, and continuous improvement processes.
Process Improvement Plan – This plan details the required steps necessary for identifying waste and nonvalue activity included within the project processes. As part of this plan, process boundaries, process configurations, process metrics, and improvements targets will all be thoroughly described.
Quality Metrics – These metrics define what something is and how to measure it.
Quality Baseline – This is recorded target of quality to be met throughout the project lifecycle.
Note: The overall goal of planning quality management is to refine a process so that human errors and outside influences are extracted and any remaining variation in the standard is completely random.

8. Quality Control
Quality Assurance
Plan Quality
To Perform Quality Assurance is audit quality requirements and control measures to ensure quality standards are met.

9. Not Accurate or Precise
Perform Quality Assurance is applying
the planned systematic activities to ensure the project has all the process to meet requirements.
Generally, performing quality assurance includes evaluating overall performance on a routine basis during the project, constantly reviewing the quality standards, and performing quality audits throughout the project.
Key concepts of Quality Assurance:
Audit. This process identifies lessons learned through the review of each quality activities. Process improvements and best practices are determined through quality audits. Audits are performed by the quality assurance department or by a customer not involved with the project.
Grade. This is the measure of value and technical characteristics people place on a product.
Accuracy versus Precision. To be accurate is a measure of how close you are to a wanted value. To be precise is equivalent to being consistent in that it measures how close you are to the same value. A process can be accurate but not precise, precise but not accurate, or both precise and accurate.
Accurate and Precise
Precise not Accurate
Accurate not Precise
Not Accurate or Precise

10. Possible Countermeasure
There are several tools that can be implemented when performing
quality assurance.
Common quality assurance tools:
Interrelationship diagrams are used to map out cause and effect relationships regarding problems and what the possible outcomes could be.
Affinity Diagrams are used to map out thoughts about how to solve problems.
Kaizen Events are meetings to discuss process innovations, cycle time reductions, and create value stream maps. A Kaizen event is an efficient way to quickly improve a low Sigma score and convert processes to Six Sigma methodologies.
Process Decision Program Charts (PDPC) are used to define goals and the steps involved in reaching the project goals. The way to create these charts is to break down activity tasks into a tree diagram (displaying the hierarchy of the goals). Within the diagram, different shaped boxes represent different types of risks and countermeasures for those risks.
Possible Countermeasure
Activity Element
Possible Risk

11. After implementing necessary
quality tools, the PMP can make change requests as needed in the steps forward.
A change request is a process that carries out analysis and evaluation that normally leads to procedural changes that better the quality of the process. Updates can be made to the following processes:
Project Management Plan updates are one of the major results of quality management. This plan includes the quality management plan.
Project Document updates are another result of the quality management. The document updates could include changes to the budget, schedule, or risk associated with the project.
Organizational Process Asset updates can include updates that could help future projects as well as the current one. These updates encompass the overall process improvements.
Note: Quality Assurance is performed during the execution phase of the project. Quality Assurance uses data gathered when performing quality control.

12. Quality Control
Quality Assurance
Plan Quality
Perform Quality Control involves monitoring specific project results to determine whether they comply with relevant standards. .

13. Quality Control is performed to compare the project deliverables to the customer’s specifications.
Customer specifications must be verified to ensure that the customer will be satisfied at the
end of the project. All changes made to the project must be validated. The quality standards that must be must include project processes and goals.
Quality controls have other specifications as well:
The project decisions should be consist with an attribute sampling method where decisions are made where appropriate and variable sampling where gradual differentiations tend to occur during the project cycle.
The project should have built in tolerances, or specific limits on or range of results, as well as control limits, acceptable process ranges. If project results are within control limits but do not meet tolerance, processes should be updated to make the project more precise.
Overall, quality control stems on the prevention of defects as well as than inspecting for defects.

14. Quality Control tools revolve around diagrams, charts, and sampling to document the multiple aspects of a project.
Common quality tools:
Control Charts:
Check the stability of a product
Cause and Effect Diagram:
Documents multiple aspects an effect or defect
Statistical Sampling:
Take representative data to estimate the whole project characteristics
Flow Charts:
Display the process flow to analyze for problems
Problem
Question
Option 2
Option 1
Yes No 1 2 3 4 5 6 8 9 10 7
Sample Every Third

15. Once control measures are identified, the processes must be updated to ensure defects remain removed from the project.
Quality Control can lead to several different outcomes such as:
Corrective Actions. Recommendations made based on inspection results that lead to defect solutions for the effected products.
Prevention Actions. Recommendations made based on inspection results that lead to process improvements the avoid future defects.
Quality Control Measurements. These measurements are results of the different tools used to identify quality
concerns. The measurement results are then documented to provide reference to the data gather in the investigations.
Validated Deliverables. These deliverables provide proof to the quality control results and prove that the quality requirements of the project have been met.

16. Though some aspects of quality control and quality assurance are similar, there is a distinct difference between the two concepts.
The ultimate goal of quality management is to make a plan that ensures the quality standards and operational definitions are upheld to guarantee customer satisfaction. Quality Control and Quality Assurance help to define this plan, but in different ways:
 Quality Control monitors processes whereas Quality Assurance ensures processes get executed.
 Quality Control involves process such as inspections for defects whereas Quality Assurance builds quality into the project.
 Quality Control is the second line of defense to prevent defects from reaching the customer whereas Quality Assurance is the first line of defense to ensure the processes are in place to prevent defects.
 Quality Control is encompasses the details of the product, Quality Assurance encompasses the overall plan for the product, Quality Management encompasses the plan for the entire project.
Plan Quality
Quality Assurance
Quality Control

17. In summary there are several actions that can be taken to ensure project quality.
Review the project scope and project management statements.
Ask the customer what their expectations on quality are.
Define the quality standards to which all products or services must meet.
Define the performance standards of the project.
Define the project control expectations.
Document the ensured quality processes to be preformed and standards to be met.
Hold meetings, document progress reports, define measurements for quality purposes.
Perform Quality Assurance.
Perform Quality Control.

18. Knowledge Check
Start

19. 1. Process Analysis is a function of:
A. Performance Analysis
B. Quality Metrics
C. Process Improvement Plan
D. Quality Improvement Plan

20. 2. Trend Analysis is often performed using:
A. Cause and Effect Diagram
B. Control Charts
C. Run Chart
D. Scatter Diagram

21. 3. A planning phase for an engineering component generated 80 engineering drawings. The QA team randomly selected 8 drawings for inspection. This exercise can BEST be described as example of:
A. Inspection
B. Statistical Sampling
C. Flowcharting
D. Control Charting

22. 4. A Pareto diagram can be best described as:
A. Cause and Effect Diagram
B. Scatter Chart
C. Control Chart
D. Histogram

23. 5. Root Cause Analysis relates to:
A. Process Analysis
B. Quality Audits
C. Quality Control Measurements
D. Performance Measurements

24. 6. There is a serious defect in the finished product of a project that was completed a few months back and this results in a recall campaign to recall the defective products. What would be the best classification for these types of costs?
A. To complete performance index
B. Cost variance
C. Cost of conformance
D. Cost of non-conformance

25. 7. What is a control chart? A type of a RACI chart
B. A chart that shows the stability of a process
C. A type of a fishbone diagram
D. A chart that shows the root cause of a problem

26. 8. What is the process of random selection and inspection of a work product?
A. Flow Charting
B. Control Charting
C. Benchmarking
D.Statistical Sampling

27. 9. The technique of comparing actual or planned project practices to those of other projects to generate ideas for improvement and to provide a basis by which to measure performance is known as:
A. Workbench
B. Benchmarking
C. Quality control
D. Dependency

28. 10. You are the project manager of a project and have come up with a bar graph of problems and their frequencies. This kind of a chart is called a:
A. Pareto chart
B. Control chart
C. Deming chart
D. Ishikawa diagram

29. The Results