Project Quality Mngt Plan

Dr., Rabab Sobhi

Introduction
• Why Have Quality Mngt plan in the project
• Understand the project objectives and details (ins and outs
• Identify stakeholders and other departments
• Define quality criteria (functionality, standards)
• Priorities and Execution
• Cost of conformance and non conformance
 Main 7 Requirements
Quality Plan
• Definition Stage
1- Quality Expectation (stakeholders)
2- Quality Criteria ( against quality will be assessed)
Planning Stage
3- Quality standards
4- Quality Assurance (sourcing and Procurement, operation and Maintenance,
checking and Testing-during development, Reporting and recording, Audiing and
review)
5- Quality Control
6- Change Control
7- Responsibilities
 Quality Management
• Quality is sometimes considered a constraint, and it’s generally affected by scope, schedule,
and/or cost. The Project Quality Management Knowledge Area is composed of three processes,
will be shown in the following table :
 Project constraints
• Time constraint : time can be a project constraint. This usually comes in the form of an
enforced deadline, commonly known as the “make it happen now” scenario. If you are in
charge of the company’s holiday bash scheduled for December 10, your project is time
constrained. Once the invitations are out and the hall has been rented, you can’t move the
date. All activities on this project are driven by the due date.
• Budget constraints Budgets, or cost, are another element of the classic triple constraint.
Budgets limit the project team’s ability to obtain resources and might potentially limit the
scope of the project. For example, component X cannot be part of this project because the
budget doesn’t support it.
• Scope constraints Scope is the third element of the original triple constraints. Scope defines
the deliverables of the project, and you may have situations where scope is predefined by
your project sponsor. Alternatively, sometimes budget constraints will impact the scope of
the project and require you to cut back on the deliverables originally planned.
 Project constraints
• Quality constraints Quality constraints typically are restricted by the
specifications of the product or service. The specifications for those
three-inch widgets talked about earlier could be considered a quality
constraint. Most of the time, if quality is a constraint, one of the other
constraints—time or budget—has to have some give. You can’t produce
high quality on a restricted budget and within a tightly restricted time
schedule. Of course, therea re exceptions, but only in the movies.
• Schedule constraints, Resources constraints and Technical constraints.
 Quality Management
• Project quality management involves all the activities involved to determine
quality policies, objectives, and procedures in an organization. Project Quality
Management uses policies and procedures to implement the organization’s
quality management system, and it supports continuous process improvement
activities.
• Quality and Grade are two different concepts:
• Quality = The degree to which a set of inherent characteristics fulfil requirements
• Grade = A category assigned to deliverables having the same functional use but
different technical characteristics.
• While having low quality is always a problem, having a low grade may not be a
problem.
• You can have acceptable software that is low-grade (limited features) that is high
quality (no defects). On the flip side, you can also have unacceptable software
that is high-grade (numerous features) that is low quality (many defects).
 ‫‪Quality Management‬‬
‫•معايير جودة المشروع ‪ (Project Quality Metrics):‬هي المعايير التي تحدد‬
‫مستوى الجودة المطلوب للمشروع‪ .‬إنها بمثابة األهداف التي نسعى لتحقيقها لضمان نجاح‬
‫المشروع ‪.‬‬
‫•قياسات جودة المشروع ‪ (Project Quality Measurements):‬هي البيانات‬
‫الفعلية التي تجمع لمعرفة مدى تحقيق معايير الجودة‪ .‬إنها القيم التي تحدد مدى نجاحنا في‬
‫الوصول إلى األهداف التي وضعناها ‪.‬‬
 Project quality Metrics
• Quality Metrics in Project Management are those KPIs (Key
Performance Indicators) which are critical during the realization
of a project. Smart project manager always makes sure to track
them, as they provide information on every aspect of the
working process. They have to be carefully monitored in order
to ensure that the team is working on the proper tasks. If a
project manager does not control the KPI, the risk of failure or
project’s going past the deadline drastically rises.
• The use of quality metrics in the control quality process and quality
assurance. Examples of the quality metrics include cost control, on-
time performance, failure rate and defect frequency.
 Project quality Metrics
• In a nutshell, metrics are used to guide project managers
make the right decision about the project that they are
handling or the organization as a whole. It is important to
take note that different types of metrics should be used
depending on the type of technologies and methodologies
used by the project.
Dr., Rabab Sobhi
 Quality Management
• Plan Quality Inputs
• The Plan Quality process has several inputs:
• Scope baseline
• Stakeholder register
• Cost performance baseline
• Schedule baseline
• Risk register
• Enterprise environmental factors
• Organizational process assets
• The two key elements I’ll cover regarding inputs are standards and regulations,
which are part of the enterprise environmental factors input, and the quality
policy, which is part of the organizational process assets input.
 Plan Quality Inputs
• 8.1.1 Inputs to Quality Planning
• Quality policy. Quality policy is "the overall intentions and direction of an
organization with regard to quality, as formally expressed by top
management". The quality policy of the performing organization can often
be adopted "as is" for use by the project. However, if the performing
organization lacks a formal quality policy, or if the project involves multiple
performing organizations (as with a joint venture), the project management
team will need to develop a quality policy for the project.
• Regardless of the origin of the quality policy, the project management team
is responsible for ensuring that the project stakeholders are fully aware of
it (e.g., through appropriate information distribution)
 Plan Quality Inputs
• The two key elements I’ll cover regarding inputs are standards and regulations, which are part of the
enterprise environmental factors input, and the quality policy, which is part of the organizational process
assets input.
• Standards and Regulations
• The project manager should consider any standards, regulations, guidelines, or rules that exist concerning
the work of the project when writing the quality plan. A standard is something that’s approved by a
recognized body and that employs rules, guidelines, or characteristics that should be followed. For example,
the Americans with Disabilities Act (ADA) has established standards for web page designers that outline
alternative viewing options of web pages for people with disabilities. PMI guidelines regarding project
management are another example of standards.
• Standards aren’t legally mandatory, but it’s a good idea to follow them. Many organizations (or industries)
have standards in place that are proven best practice techniques. Disregarding accepted standards can have
significant consequences. For example, if you’re creating a new software product that ignores standard
protocols, your customers won’t be able to use it. Standards can be set by the organization, independent
bodies, organizations such as the International Organization for Standardization (ISO), and so on. In fact,
according to the PMBOK® Guide, the Project Quality Management Knowledge Area is designed to be in
alignment with the ISO.
 Plan Quality Inputs
• A regulation is mandatory. Regulations are almost always imposed by governments or
institutions like the American Medical Association. However, organizations might have
their own self-imposed regulations that you should be aware of as well.
• Regulations require strict adherence, particularly in the case of government-imposed
regulations, or stiff penalties and fines could result—maybe even jail time if the offense
is serious enough. It might be tough to practice project management from behind
bars—not a recommended career move.
• If possible, it’s a good idea to include information from the quality policy and any
standards, regulations, or guidelines that affect the project in the quality management
plan. If it’s not possible to include this information in the quality management plan,
then at least make reference to the information and where it can be found. It’s the
project management team’s responsibility to be certain all stakeholders are aware of
and understand the policy issues and standards or regulations that might impact the
project.
 Plan Quality Inputs
• The quality policy is part of the organizational process assets input. It’s a
guideline published by executive management that describes what quality
policies should be adopted for projects the company undertakes. It’s up to the
project manager to understand this policy and incorporate any predetermined
company guidelines into the quality plan. If a quality policy does not exist, it’s up
to the project management team to create one for the project.
 Plan Quality Inputs
• 2 Scope statement. The scope statement (described in Section [Link]) is a key
input to quality planning since it documents major project deliverables as well as
the project objectives which serve to define important stakeholder requirements.
.3 Product description. Although elements of the product description may be
embodied in the scope statement, the product description will often contain
details of technical issues and other concerns that may affect quality planning.
.4 Standards and regulations. The project management team must consider
any ap-plication-area-specific standards or regulations that may affect the project.
.5 Other process outputs. In addition to the scope statement and product
description, processes in other knowledge areas may produce outputs that
should be considered as part of quality planning. For example, procurement
planning may identify contractor quality requirements that should be reflected in
the overall quality management plan.
 Tools and Techniques for Plan Quality

• The Plan Quality process has nine tools and techniques used to help
construct the quality management plan:
• Cost-benefit analysis
• Cost of quality
• Control charts
• Benchmarking
• Design of experiments
• Statistical sampling
• Flowcharting
• Proprietary quality management methodologies
• Additional quality planning tools
 Tools and Techniques for Plan Quality – Data analysis

• Cost Benefit analysis : In the case of quality management,

you’ll want to consider the trade-offs of the cost of quality.
It’s cheaper and more efficient to prevent defects in the
first place than to spend time and money fixing them later.
The benefits of meeting quality requirements are as
follows:
• Stakeholder satisfaction is increased.
• Costs are lower.
• Productivity is higher.
• There is less rework
 Tools and Techniques for Plan Quality- Data analysis

• The cost of quality (COQ) : is the total cost to produce the product or service of the project
according to the quality standards. These costs include all the work necessary to meet the
product requirements whether the work was planned or unplanned. It also includes the
costs of work performed due to nonconforming quality requirements, assessing whether
the product or service meets requirements, and rework.
• Three costs are associated with the cost of quality:
• Prevention costs Prevention means keeping defects out of the hands of customers.
Prevention costs are the costs associated with satisfying customer requirements by
producing a product without defects. These costs are manifested early in the process and
include aspects such as Plan Quality, training, design review, and contractor and supplier
costs.
• Appraisal costs Appraisal costs are the costs expended to examine the product or process
and make certain the requirements are being met. Appraisal costs might include costs
associated with aspects such as inspections and testing. Prevention and appraisal costs are
often passed on to the acquiring organization because of the limited duration of the
project.
 Tools and Techniques for Plan Quality – Data analysis

The cost of quality (COQ) cont.,

• Failure costs Failure costs are what it costs when things don’t go according to plan. Failure
costs are also known as cost of poor quality. Two types of failure costs exist:
• Internal failure costs These result when customer requirements are not satisfied while the
product is still in the control of the organization. Internal failure costs might include corrective
action, rework, scrapping, and downtime.
• External failure costs These occur when the product has reached the customer who
determines that the requirements have not been met. Costs associated with external failure
costs might include inspections at the customer site, returns, and customer service costs.
• There are two categories of costs within COQ, the cost of conformance and the cost of
nonconformance. Conformance costs are associated with activities undertaken to avoid
failures, while nonconformance costs are those undertaken because a failure has occurred.
All of the types of costs of quality we just covered fall into one of these categories.
 Tools and Techniques for Plan Quality

The cost of quality (COQ) cont.,

Cost of Conformance and Nonconformance

Conformance Costs Nonconformance Costs
Prevention costs Internal failure costs
Appraisal costs External failure costs
The cost of quality can be affected by project decisions. Let’s say you’re
producing a new product. Unfortunately, the product scope description or
project scope statement was inadequate in describing the functionality of the
product. And, the project team produced the product exactly as specified in the
project scope statement, the WBS, and other planning documents. Once the
product hit the store shelves, the organization was bombarded with returns and
warranty claims because of the poor quality.
Therefore, your project decisions impacted the cost of quality. Recalls of
products can also impact the cost of quality.
 Spotlight

• Remember these theories on the cost of quality :

• Crosby = Zero defects and prevention o NN r rework results.
• Juran = Fitness for use, conformance. Quality by design.
• Deming = Quality is a management problem.
• Feigenbaum = Founder of TQM.
• Shewhart = Plan-Do-Check-Act cycle.
• TQM = Quality must be managed in and must be a continuous
process.
• Six Sigma = Six Sigma is a measurement-based strategy;
• per million opportunities.
• Kaizen = Continuous improvement; improve quality of people first.
• Continuous improvement = Watch continuously for ways to improve
quality.
 Tools and Techniques for Plan Quality

DECISION MAKING
• A decision-making technique that can be used for this process includes but
is not limited to multicriteria decision analysis. Multicriteria decision
analysis tools (e.g., prioritization matrix) can be used to identify the key
issues and suitable alternatives to be prioritized as a set of decisions for
implementation. Criteria are prioritized and weighted before being applied
to all available alternatives to obtain a mathematical score for each
alternative. The alternatives are then ranked by score. As used in this
process, it can help prioritize quality metrics.
 Tools and Techniques for Plan Quality

• Control Charts; is a graphical display of data that illustrates the results of a

process over time, the purpose of a control chart is to prevent defects, rather
than detect them or reject them, the chart allows the determine whether a
process is in control or out of control over specified length of time. Control
charts are often used to monitor the production of large quantities of products,
but can also be used to monitor the volume and frequency of errors in
documents, cost an schedule variances and other items related to project
quality management. The figure below illustrates an example of a control chart
for the process of controlling the weight of products manufactured by the
beneficiaries for sale in international markets. The customer has a limit
tolerance for defects; these are the upper and lower control limits in the chart.
Random examination of the products reveals data that once charted on the
graph identifies the times when the production process created items that were
outside the control limits, this helps the project determine actions to help the
beneficiaries improve the quality of their work
 Tools and Techniques for Plan Quality

• Benchmarking
• Benchmarking is a process of comparing previous similar activities to
the current project activities to provide a standard to measure
performance against. This comparison will also help you derive ideas
for quality improvements on the current project. For example, if your
current printer can produce 8 pages per minute and you’re
considering a new printer that produces 14 pages per minute, the
benchmark is 8 pages per minute.
 Tools and Techniques for Plan Quality

• Design of Experiments
• Design of experiments (DOE) is a statistical technique that
identifies the elements—or variables—that will have the
greatest effect on overall project outcomes. It is used most often
concerning the product of the project but can also be applied to
project management processes to examine trade-offs. DOE
designs and sets up experiments to determine the ideal solution
for a problem using a limited number of sample cases. It analyzes
several variables at once, allowing you to change all (or some of)
the variables at the same time and determine which combination
will produce the best result at a reasonable cost.
 Tools and Techniques for Plan Quality

• Statistical Sampling
• Statistical sampling involves taking a sample number of parts
from the whole population and inspecting them to
determine whether they fall within acceptable variances.
 Tools and Techniques for Plan Quality – Data representation

• Flowcharting
• Flowcharts are also referred to as process maps because they display the sequence of
steps and the branching possibilities that exist for a process that transforms one or more
inputs into one or more outputs. Flowcharts show the activities, decision points, branching
loops, parallel paths, and the overall order of processing by mapping the operational
details of procedures that exist within a horizontal value chain. One version of a value
chain, known as a SIPOC (suppliers, inputs, process, outputs, and customers) model, is
shown in Figure 8-6. Flowcharts may prove useful in understanding and estimating the
cost of quality for a process.
• Information is obtained by using the workflow branching logic and associated relative
frequencies to estimate the expected monetary value for the conformance and
nonconformance work required to deliver the expected conforming output. When
flowcharts are used to represent the steps in a process, they are sometimes called
process flows or process flow diagrams and they can be used for process improvement as
well as identifying where quality defects can occur or where to incorporate quality checks.
 Tools and Techniques for Plan Quality – Test and inspection planning

• TEST AND INSPECTION PLANNING

• During the planning phase, the project manager and the project
team determine how to test or inspect the product, eliverable, or
service to meet the stakeholders’ needs and expectations, as well
as how to meet the goal for the product’s performance and
reliability. The tests and inspections are industry dependent and can
include, for example, alpha and beta tests in software projects,
strength tests in construction projects, inspection in manufacturing,
and field tests and nondestructive tests in engineering.
 PLAN QUALITY MANAGEMENT: OUTPUTS

• The quality management plan is a component of the project management plan that describes how applicable
policies, procedures, and guidelines will be implemented to achieve the quality objectives. It describes the
activities and resources necessary for the project management team to achieve the quality objectives set for the
project.
• The quality management plan may be formal or informal, detailed, or broadly framed. The style and detail of the
quality management plan are determined by the requirements of the project. The quality management plan
should be reviewed early in the project to ensure that decisions are based on accurate information. The benefits
of this review can include a sharper focus on the project’s value proposition, reductions in costs, and less
frequent schedule overruns that are caused by rework.
• The quality management plan may include but is not limited to the following components:
• Quality standards that will be used by the project;
• Quality objectives of the project;
• Quality roles and responsibilities;
• Project deliverables and processes subject to quality review;
• Quality control and quality management activities planned for the project;
• Quality tools that will be used for the project; and
• Major procedures relevant for the project, such as dealing with nonconformance, corrective actions procedures,
• and continuous improvement procedures.
 Filling out documents
- Education / Training
Prevention cost Review of contracts and Design
Quality teem building
Correction prevention
Quality audit

- Quality test
Inspector’s Labour
Appraisal cost
Equipment Test
Quality cost Material test on site

Rework
Material loss
Interest of retention

Failure cost

Repair after Handover

Processing complaint
Service vehicles