PMP 8: Project Quality Management

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This set has 160 terms
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PMP exam preparation flash cards specific to the Project Quality Management knowledge area
Project Quality Management 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
haracteristics of Project Quality
Management
! It implements the quality
management system through policy
and procedures with continuous
process improvement activities
conducted throughout, as
appropriate"
! #ddresses the management of the
project and the product of the
project"
! It applies to all projects, regardless
of the nature of their product"
Product Quality measures and techniques that are
specific to the type of product
produced by the project
Quality the degree to which a set of inherent
characteristics fulfill requirements
$rade a category assigned to products or
services having the same functional
use but different technical
characteristics
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Quality vs Grade While a quality level that fails to
meet quality requirements is always
a problem, low grade may not be.
The project manager and the
project management team are
responsible for managing the
tradeoffs involved to deliver the
required levels of both quality and
grade
recision the values of repeated measurements
are clustered and have little scatter
!ccuracy that the measured value is very close
to the true value
recision vs !ccuracy recise measurements are not
necessarily accurate.
! very accurate measurement is
not necessarily precise.
The project management team
must determine appropriate levels of
accuracy and precision
"asic roject Quality #anagement
approach is meant to be compatible
with..
$nternational %rgani&ation for
'tandardi&ation ($'%)
$nternational %rgani&ation for
'tandardi&ation ($'%)
compatible with proprietary
approaches to quality management
such as those recommended by
*eming, +uran, ,rosby, and others,
and non-proprietary approaches
such as Total Quality #anagement
(TQ#), 'i. 'igma, failure mode
and effect analysis (/#0!), design
reviews, voice of the customer, cost
of quality (,%Q), and continuous
improvement
Quality and roject #anagement
*isciplines both recogni&e the
importance of...
,ustomer satisfaction.
revention over inspection
,ontinuous improvement
#anagement responsibility
,ost of quality (,%Q)
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Customer Satisfaction Understanding, evaluating, defining,
and managing expectations so that
customer requirements are met. This
requires a combination of
conformance to requirements (to
ensure the project produces what it
was created to produce and fitness
for use (the product or service must
satisf! real needs
"revention #ver $nspection #ne of the fundamental tenets of
modern qualit! management states
that qualit! is planned, designed,
and built in%not inspected in. The
cost of preventing mista&es is
generall! much less than the cost of
correcting them when the! are found
b! inspection
Continuous $mprovement The plan'do'chec&'act c!cle is the
basis for qualit! improvement as
defined b! Shewhart and modified
b! (eming. $n addition, qualit!
improvement initiatives underta&en
b! the performing organi)ation,
such as T*+ and Six Sigma, should
improve the qualit! of the project,s
management as well as the qualit!
of the project,s product
"rocess $mprovement +odels - +alcolm .aldridge
- #rgani)ational "roject
+anagement +aturit! +odel
(#"+/0
- Capabilit! +aturit! +odel
$ntegrated (C++$0
+anagement 1esponsibilit! Success requires the participation of
all members of the project team, but
remains the responsibilit! of
management to provide the
resources needed to succeed
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Cost of Quality (COQ) refers to the total cost of all efforts
related to quality throughout the
product life cycle
Project decisions can impact
operational costs of quality as a
result of product returns, warranty
claims, and recall campaigns.
Therefore, due to the temporary
nature of a project, the sponsoring
organiation may choose to in!est in
product quality impro!ement,
especially defect pre!ention and
appraisal, to reduce the e"ternal cost
of quality
Project Quality #anagement
Processes
$.% Plan Quality
$.& Perform Quality 'ssurance
$.( Perform Quality Control
Plan Quality Process )roup Planning Process )roup
Perform Quality 'ssurance *"ecuting Process )roup
Perform Quality Control #onitoring and Controlling Process
)roup
Plan Quality The process of identifying quality
requirements and+or standards for
the project and product, and
documenting how the project will
demonstrate compliance
,hen should Quality Planning -e
performed.
Quality planning should -e
performed in parallel with the other
project planning processes.
/nputs to Plan Quality %. 0cope 1aseline
&. 0ta2eholder 3egister
(. Cost Performance 1aseline
4. 0chedule 1aseline
5. 3is2 3egister
6. *nterprise *n!ironmental 7actors
8. Organiational Process 'ssets
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Tools and Techniques for Plan
Quality
%. Cost 1enefit 'nalysis
&. Cost of Quality (COQ)
(. Control Charts
4. 1enchmar2ing
5. >esign of *"periments
6. 0tatistical 0ampling
8. 7lowcharting
$. Proprietary Quality #anagement
#ethodologies
<. 'dditional Quality Planning
Tools
Outputs of Plan Quality %. Quality #anagement Plan
&. Quality #etrics
(. Quality Chec2lists
4. Process /mpro!ement Plan
5. Project >ocument ?pdates
*lements of 0cope 1aseline ?se in
Plan Quality
@ 0cope statement.
@ ,10.
@ ,10 >ictionary.
0cope 0tatement ?se in Plan
Quality
Contains the project description,
major project deli!era-les, and
acceptance criteria. The product
scope description will often contain
details of technical issues and other
concerns that can affect quality
planning. The definition of
acceptance criteria can significantly
increase or decrease project costs
and quality costs. 0atisfying all
acceptance criteria implies the needs
of the customer ha!e -een met.
,10 ?se in Plan Quality /dentifies the deli!era-les, the wor2
pac2ages and the control accounts
used to measure project
performance.
,10 >ictionary ?se in Plan
Quality
The ,10 dictionary defines
technical information for ,10
elements.
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Stakeholder Register Use in Plan
Quality
Identifies stakeholders with a
particular interest in , or impact on,
quality
Cost Performance Baseline Use in
Plan Quality
ocuments the accepted time phase
used to measure cost performance
Schedule Baseline Use in Plan
Quality
ocuments the accepted schedule
performance measures including
start and finish dates
Risk Register Use in Plan Quality Contains information on threats and
opportunities that may impact
quality requirements
Plan Quality! "nterprise
"n#ironmental $actors
% &o#ernmental agency regulations
% Rules, standards, and guidelines
specific to the application area
% 'orking(operating conditions of
the pro)ect(product which may
affect pro)ect quality
Plan Quality! *rgani+ational
Process ,ssets
% *rgani+ational quality policies,
procedures and guidelines
% -istorical data.ases
% /essons learned from pre#ious
pro)ects
% Quality policy, as endorsed .y
senior management, which sets the
intended direction of a performing
organi+ation with regard to quality0
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Quality Policy Use in Plan Quality The quality policy of the
performing organization for their
products often can be adopted "as
is" for use by the project.
If the performing organization
lacs a formal quality policy! or if
the project in"ol"es multiple
performing organizations #as $ith a
joint "enture%! the project
management team $ill need to
de"elop a quality policy for the
project.
&egardless of the origin of the
quality policy! the project
management team must ensure that
the project staeholders are fully
a$are of the policy used for the
project through the appropriate
distribution of information
'ost (enefit )nalysis The primary benefits of meeting
quality requirements can include
less re$or! higher producti"ity!
lo$er costs! and increased
staeholder satisfaction. ) business
case for each quality acti"ity
compares the cost of the quality step
to the e*pected benefit
'ost of Quality #'+Q% 'ost of quality includes all costs
incurred o"er the life of the product
by in"estment in pre"enting
nonconformance to requirements!
appraising the product or ser"ice for
conformance to requirements! and
failing to meet requirements
#re$or%
,ailure 'osts 'ategories Internal #found by the project%
-*ternal #found by the customer%.
,ailure 'osts 'osts of poor quality
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Control Charts Control charts are used to determine
whether or not a process is stable or
has predictable performance, using
upper and lower specification limits,
which are based on requirements of
the contract
Upper and Lower Control Limits They reflect the maximum and
minimum values allowed. There
may be penalties associated with
exceeding the specification limits
Characteristics of Control Limits Upper and lower control limits are
set by the proect manager and
appropriate sta!eholders to reflect
then points at which corrective
action will be ta!en to prevent
exceeding specification limits.
"or repetitive processes, the
control limits are generally # $%.
& process is considered out of
control when a data point exceeds a
control limit or if seven consecutive
points are above or below the mean
Uses for Control Charts monitor cost and schedule variances,
volume, and frequency of scope
changes, or other management
results to help determine if the
proect management processes are in
control
'enchmar!ing (nvolves comparing actual or
planned proect practices to those of
comparable proects to identify best
practices, generate ideas for
improvement, and provide a basis
for measuring performance. These
other proects can be within the
performing organi)ation or outside
of it and can be within the same or
in another application area
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:esign of ;xperiments & statistical method for identifying
which factors may influence specific
variables of a product or process
under development or in production
:<; :esign of ;xperiments
Characteristics of :<; :<; should be used during the
*lan 0uality process to determine
the number and type of tests and
their impact on cost of quality.
:<; also plays a role in the
optimi)ation of products or
processes.
:<; can be used to reduce the
sensitivity of product performance
to sources of variations caused by
environmental or manufacturing
differences.
<ne important aspect of this
technique is that it provides a
statistical framewor! for
systematically changing all of the
important factors, rather than
changing the factors one at a time.
&nalysis of the experimental data
should provide the optimal
conditions for the product or
process, highlight the factors that
influence the results, and reveal the
presence of interactions and synergy
among the factors
=tatistical =ampling (nvolves choosing part of a
population of interest for inspection
>for example, selecting ten
engineering drawings at random
from a list of seventy9five?
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Characteristics of Statistical
Sampling
Sample frequency and sizes should
be determined during the Plan
Quality process so the cost of
quality will include the number of
tests, expected scrap, etc.
here is a substantial body of
!nowledge on statistical sampling.
"n some application areas it may be
necessary for the pro#ect
management team to be familiar
with a $ariety of sampling
techniques to assure the sample
selected actually represents the
population of interest
%lowcharting & graphical representation of a
process showing the relationships
among process steps
Characteristics of %lowcharting here are many styles, but all
process flowcharts show acti$ities,
decision points, and the order of
processing.
'uring quality planning,
flowcharting can help the pro#ect
team anticipate quality problems
that might occur.
&n awareness of potential
problems can result in the
de$elopment of test procedures or
approaches for dealing with them
Proprietary Quality (anagement
(ethodologies
hese include Six Sigma, )ean Six
Sigma, Quality %unction
'eployment, C(("*, etc. (any
other methodologies exist
&dditional Quality Planning ools +rainstorming
&ffinity 'iagrams
%orce %ield &nalysis
,ominal -roup echniques
(atrix 'iagrams
Prioritization (atrices
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Affinity Diagrams used to visually identify logical
groupings based on natural
relationships
Force Field Analysis which are diagrams of the forces for
and against change
Nominal Group Techniques to allow ideas to be brainstormed in
small groups and then reviewed by a
larger group
Matrix Diagrams which include two three or four
groups of information and show
relationships between factors
causes and ob!ectives" Data in a
matrix is organi#ed in rows and
columns with intersecting cells that
can be filled with information that
describes the demonstrated
relationship between the items
located in the row and column
$rioriti#ation Matrices which provide a way of ran%ing a
diverse set of problems and&or issues
'usually generated through
brainstorming( by their importance
)uality Management $lan Describes how the pro!ect
management team will implement
the performing organi#ation*s
quality policy" +t is a component or a
subsidiary plan of the pro!ect
management plan
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Characteristics of the Quality
Management Plan
Provides input to the overall
project management plan and
includes quality control, quality
assurance, and continuous process
improvement approaches for the
project.
May be formal or informal, highly
detailed, or broadly framed. The
style and detail is determined by the
requirements of the project.
hould be revie!ed early in the
project to ensure that decisions are
based on accurate information.
The benefits of this revie! can
include reduction of cost and
schedule overruns caused by re!or"
Quality Metrics #s an operational definition that
describes, in very specific terms, a
project or product attribute and ho!
the quality control process !ill
measure it
$ measurement is a actual value
Tolerance defines the allo!able variations on
the metrics. %or e&ample, a metric
related to the quality objective of
staying !ithin the approved budget
by ' ()* could be to measure the
cost of every deliverable and
determine the percent variance from
the approved budget for that
deliverable
Quality Metrics +se +sed in the quality assurance and
quality control processes.
,&amples of Quality Metrics ome e&amples of quality metrics
include on-time performance,
budget control, defect frequency,
failure rate, availability, reliability,
and test coverage
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Quality Checklists A checklist is a structured tool,
usually component-specific, used to
verify that a set of required steps has
been performed.Checklists range
from simple to complex based on
project requirements and practices
Quality Checklists se sed in the Quality Control !rocess
!rocess "mprovement !lan "s a subsidiary of the project
management plan. #etails the steps
for analy$ing processes to identify
activities %hich enhance their value
Areas to Consider in the !rocess
"mprovement !lan
& !rocess boundaries
& !rocess configuration
& !rocess metrics
& 'argets for improved performance
!rocess (oundaries #escribes the purpose of processes,
their start and end, their
inputs)outputs, the data required, the
o%ner, and the stakeholders
!rocess Configuration A graphic depiction of processes,
%ith interfaces identified, used to
facilitate analysis
!rocess *etrics Along %ith control limits, allo%s
analysis of process efficiency
'argets for "mproved !erformance +uides the process improvement
activities
!lan Quality, !roject #ocument
pdates
& !roject documents that may be
updated include, but are not limited
to,
& -takeholder register, and
& .esponsibility Assignment *atrix
!erform Quality Assurance 'he process of identifying quality
requirements and)or standards for
the project, product and
documenting ho% the project %ill
demonstrate compliance
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Characteristics of Perform Quality
Assurance
Provides an umbrella for
continuous process improvement,
which is an iterative means for
improving the quality of all
processes.
Continuous process improvement
reduces waste and eliminates
activities that do not add value.
This allows processes to operate at
increased levels of efficiency and
effectiveness
nputs to Perform Quality Assurance !. Pro"ect #anagement Plan
$. Quality #etrics
%. &or' Performance nformation
(. Quality Control #easurements
Tools and Techniques for Perform
Quality Assurance
!. Plan Quality and Perform Quality
Control Tools and Techniques
$. Quality Audits
%. Process Analysis
)utputs of Perform Quality
Assurance
!. )rgani*ational Process Assets
+pdates
$. Change ,equests
%. Pro"ect #anagement Plan
+pdates
(. Pro"ect -ocument +pdates
Pro"ect #anagement Plan +se in
Perform Quality Assurance
Quality management plan
Process improvement plan
Quality #anagement Plan +se in
Perform Quality Assurance
The quality management plan
describes how quality assurance will
be performed within the pro"ect
Process mprovement Plan +se in
Perform Quality Assurance
The process improvement plan
details the steps for analy*ing
processes to identify activities
which enhance their value
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Work Performance Information Use
in Perform Quality Assurance
Performance information from
project activities is routinely
collected as the project progresses.
Performance results which may
support the audit process include,
ut are not limited to!
" #echnical performance measures,
" Project deliverales status,
" $chedule progress, and
" %osts incurred.
Quality %ontrol &easurements Use
in Perform Quality Assurance
#he results of 'uality control
activities. #hey are used to analy(e
and evaluate the 'uality standards
and processes of the performing
organi(ation
Quality Audit Is a structured, independent review
to determine whether project
activities comply with
organi(ational and project policies,
processes, and procedures
)jective of Quality Audits " Identify all the good*est practices
eing implemented,
" Identify all the gaps*shortcomings,
" $hare the good practices
introduced or implemented in
similar projects in the organi(ation
and*or industry,
" Proactively offer assistance in a
positive manner to improve
implementation of processes to help
the team raise productivity, and
" +ighlight contriutions of each
audit in the lessons learned
repository of the organi(ation
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Characteristics of Quality Audits The subsequent effort to correct
any deficiencies should result in a
reduced cost of quality and an
increase in sponsor or customer
acceptance of the project's product.
Quality audits may be scheduled or
random and may be conducted by
internal or external auditors.
Quality audits can confirm the
implementation of approved change
requests including corrective
actions defect repairs and
preventive actions
!rocess Analysis "ollo#s the steps outlined in the
process improvement plan to
identify needed improvements. This
analysis also examines problems
experienced constraints
experienced and non$value$added
activities identified during process
operation. !rocess analysis includes
root cause analysis
%oot Cause Analysis a specific technique to identify a
problem discover the underlying
causes that lead to it and develop
preventive actions
!erform Quality Assurance&
'rgani(ational !rocess Assets
)pdates
*lements of the organi(ational
process assets that may be updated
include but are not limited to the
quality standards
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Perform Quality Assurance: Change
Requests
Quality improvement includes
taking action to increase the
effectiveness and/or efficiency of
the policies, processes, and
procedures of the performing
organiation!
Change requests are created and
used as input into the Perform
"ntegrated Change Control process
to allo# full consideration of the
recommended improvements!
Change requests can $e used to
take corrective action or preventive
action or to perform defect repair
Perform Quality Assurance: Pro%ect
&anagement Plan 'pdates
Quality management plan
(chedule management plan
Cost management plan
Perform Quality Assurance: Pro%ect
)ocument 'pdates
Quality audit reports
*raining plans
Process documentation
Perform Quality Control *he process of monitoring and
recording results of e+ecuting the
quality activities to assess
performance and recommend
necessary changes
Characteristics of Perform Quality
Control
Quality control is performed
throughout the pro%ect
Quality control is often performed
$y a quality control department or
similarly titled organiational unit!
Quality control activities identify
causes of poor process or product
quality and recommend and/or take
action to eliminate them
*he pro%ect management team
should have a #orking kno#ledge
of statistical quality control,
especially sampling and pro$a$ility,
to help evaluate quality control
outputs!
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Quality Standards Include project processes and
product goals
Project Results Include deliverables and project
management results, such as cost
and schedule performance
Prevention keeping errors out of the process
Inspection keeping errors out of the hands of
the customer
Attribute Sampling the result either conforms or does
not conform
Variable Sampling the result is rated on a continuous
scale that measures the degree of
conformity
olerances specified range of acceptable results
!ontrol "imits thresholds, #hich can indicate
#hether the process is out of control
Inputs to Perform Quality !ontrol $% Project &anagement Plan
'% Quality &etrics
(% Quality !hecklists
)% *ork Performance &easurements
+% Approved !hange Re,uests
-% .eliverables
/% 0rgani1ational Process Assets
ools and echni,ues for Perform
Quality !ontrol
$% !ause and 2ffect .iagrams
'% !ontrol !harts
(% 3lo#charting
)% 4istogram
+% Pareto !hart
-% Run !hart
/% Scatter .iagram
5% Statistical Sampling
6% Inspection
$7% Approved !hange Re,uests
Revie#
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Ishika#a<s seven basic tools of
,uality
$% !ause and 2ffect .iagrams
'% !ontrol !harts
(% 3lo#charting
)% 4istogram
+% Pareto !hart
-% Run !hart
/% Scatter .iagram
0utputs of Perform Quality !ontrol $% Quality !ontrol &easurements
'% Validated !hanges
(% Validated .eliverables
)% 0rgani1ational Process Assets
=pdates
+% !hange Re,uests
-% Project &anagement Plan
=pdates
/% Project .ocument =pdates
Project &anagement Plan =se in
Perform Quality !ontrol
> !ontains the ,uality management
plan, #hich is used to control
,uality
> he ,uality management plan
describes ho# ,uality control #ill
be performed #ithin the project
*ork Performance &easurements
=se in Perform Quality !ontrol
=sed to produce project activity
metrics to evaluate actual progress
as compared to planned progress%
hese metrics include8
> Planned s% Actual technical
performance
> Planned s% Actual schedule
performance
> Planned s% Actual cost
performance
Approved !hange Re,uests =se in
Perform Quality !ontrol
> As part of the Perform Integrated
!hange !ontrol process a change
control status update #ill indicate
that some changes are approved and
some are not% he timely
implementation of approved
changes needs to be verified
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Approved !hange Re,uests Include modifications such as defect
repairs, revised #ork methods and
revised schedule%
Perform Quality !ontrol8
0rgani1ational Process Assets
> Quality standards and policies
> Standard #ork guidelines
> Issue and defect reporting
procedures and communication
policies
!ause and 2ffect .iagrams Also called Ishika#a diagrams or
fishbone diagram% Illustrate ho#
various factors might be linked to
potential problems or effects
!ontrol !harts =se in Perform
Quality !ontrol
Illustrate ho# a process behaves
over time and #hen a process is
subject to special cause variation,
resulting in an out;of;control
condition
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Characterisitics of Control Charts The appropriate data is collected
and analyzed to indicate the quality
status of project processes and
products.
They graphically answer the
question: "Is this process variance
within acceptable liits!"
The pattern of data points on a
control chart ay reveal rando
fluctuating values" sudden process
jups" or a gradual trend in
increased variation.
#y onitoring the output of a
process over tie" a control chart
can help assess whether the
application of process changes
resulted in the desired
iproveents.
$hen a process is within
acceptable liits it is in control and
does not need to be adjusted.
Conversely" when a process is
outside acceptable liits" the
process should be adjusted.
%even consecutive points above or
below the central line indicate a
process that is out of control.
The upper control liit and lower
control liit are usually set at &'("
where )( is one standard deviation
Characteristics of Cause and *ffect
+iagras
possible root cause can be
uncovered by continuing to as,
"why" or "how" .
"$hy-$hy" and ".ow-.ow"
diagras ay be used in root cause
analysis.
Cause and effect diagras are also
used in ris, analysis
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Flowcharting Use in Perform
Quality Control
Used during Perform Quality
Control to determine a failing
process step(s) and identify potential
process improvement opportunities.
Flowcharting is also used in risk
analysis
Histogram llustrates the most common cause
of pro!lems in a process !y the
num!er and relative heights of the
!ars
Characteristics of Histograms " # vertical !ar chart showing how
often a particular varia!le state
occurred.
" $ach column represents an
attri!ute or characteristic of a
pro!lem%situation.
" &he height of each column
represents the relative fre'uency of
the characteristic.
Pareto Chart #lso referred to as a Pareto diagram(
is a specific type of histogram(
ordered !y fre'uency of occurrence.
t shows how many defects were
generated !y type or category of
identified cause
Characteristics of Pareto Charts " )ank ordering is used to focus
corrective action.
" &he pro*ect team should address
the causes creating the greatest
num!er of defects first.
" Pareto diagrams are conceptually
related to Pareto+s ,aw
" Pareto diagrams can also !e used
to summari-e various types of data
for ./%0/ analyses.
Pareto+s ,aw holds that a relatively small num!er
of causes will typically produce a
ma*ority of the pro!lems or defects.
&his is commonly referred to as the
./%0/ principle
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80/20 Principle where 80% of the problems are due
to 20% of the causes
Run Chart Similar to a control chart without
displayed limits, a run chart shows
the history and pattern of variation
Characteristics of a Run Chart !s a line "raph that shows data
points plotted in the order in which
they occur#
Show trends in a process over
time, variation over time, or declines
or improvements in a process over
time#
$rend analysis is performed usin"
run charts and involves
mathematical techni%ues to forecast
future outcomes based on historical
results
$rend &nalysis !nvolves mathematical techni%ues to
forecast future outcomes based on
historical results
$rend &nalysis is often used to
monitor
$echnical Performance
Cost and Schedule Performance
$echnical Performance' $rend
&nalysis
(ow many errors or defects have
been identified, and how many
remain uncorrected
Cost and Schedule Performance'
$rend &nalysis
(ow many activities per period
were completed with si"nificant
variances
Scatter )ia"ram Shows the relationship between two
variables
Characteristics of Scatter )ia"rams &llows the %uality team to study
and identify the possible
relationship between chan"es
observed in two variables#
)ependent variables versus
independent variables are plotted#
$he closer the points are to a
dia"onal line, the more closely they
are related
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Statistical Sampling Samples are selected and tested as
defined in the quality plan
Inspection Is the examination of a work
product to determine whether it
conforms to documented standards.
Characteristics of Inspection The results of an inspection
generally include measurements and
may be conducted at any level.
In some application areas these
terms have narrow and specific
meanings.
Inspections are also used to
validate defect repairs
!pproved Change "equests
"eviews
!ll approved change requests
should be reviewed to verify that
they were implemented as approved
#uality Control $easurements !re the documented results of
quality control activities in the
format specified during quality
planning
%alidated Changes !ny change or repaired items are
inspected and will be either accepted
or re&ected before notification of the
decision is provided. "e&ect items
may require rework
%alidated 'eliverables ! goal of quality control is to
determine the correctness of
deliverables.
The results of the execution quality
control processes are validated
deliverables.
%alidated deliverables are an input
to %erify Scope for formali(ed
acceptance
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Perform Quality Control:
Organizational Process Assets
Updates
Completed checklists.
The completed checklists ecome
part of the pro!ect"s records
#essons learned documentation.
The causes of $ariances% the
reasoning ehind the correcti$e
action chosen% and other types of
lessons learned from &uality control
are documented so they ecome part
of the historical dataase for oth
the pro!ect and the performing
organization.
#essons learned are documented
throughout the pro!ect life cycle% ut
at a minimum% during pro!ect
closure.
Perform Quality Control: Change
'e&uests
(f the recommended correcti$e or
pre$enti$e actions or a defect repair
re&uires a change to the pro!ect
management plan% a change re&uest
should e initiated in accordance
)ith the defined Perform (ntegrated
Change Control process
Perform Quality Control: Pro!ect
*anagement Plan Updates
Quality management plan
Process impro$ement plan
Perform Quality Control: Pro!ect
+ocument Updates
Quality standards
,ur$ey of the entire population
yields
accurate data
-ishone diagrams (shika)a . Cause and /ffect
+iagrams
,tandard de$iation (s a distance of measurement from
the mean or% the s&uare root of the
a$erage of the s&uares of de$iations
0aout1 the mean of a set of data.
,tandard de$iation is a statistical
measure of spread or $ariaility
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Standard Normal Distribution shows standard deviation (sigma) as
distance of the measurement from
the mean value
Quality Metric is not used for determining process improvements
Quality Metrics are used in the Perform Quality Assurance and
Perform Quality ontrol processes
!old"plating certain features are added to the
deliverable which were not as#ed
for by the customer$ to earn
customer appreciation% &t is not a
recommended pro'ect management
practice
Prevention and Appraisal costs (cost of conformance) include costs
for (uality planning$ (uality control
(Q)$ and (uality assurance to
ensure compliance to re(uirements
(i%e%$ training$ Q systems$ etc%)%
)ailure osts (cost of non"conformance) include
costs to rewor# products$
components$ or processes that are
non"compliant$ costs of warranty
wor# and waste$ and loss of
reputation%
Prevention osts costs incurred by an organi*ation to
create high (uality products in order
to avoid failures% +hey include cost
of training$ cost of documenting
processes$ cost of e(uipment$ etc%
Quality Audit is +echni(ue used in Perform Quality Assurance process
)ailure osts include , costs to rewor# products$
components$ or processes that are
non"compliant-
, costs of warranty wor# and waste-
and
, costs due to loss of reputation
.uran , Pareto Principle
, .uran +rilogy/ Planning$ ontrol
and &mprovement
, Defines (uality as fitness for use
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Crosby Doing It Right First Time (DIRFT)
Quality is Conformance to
Requirements
System of quality is Preention
Performance stan!ar! is "ero
Defects
#easurement of quality is the
$rice of non%conformance
Deming increase quality an! re!uce costs
by $racticing continuous $rocess
im$roement
Deming Cycle& Plan' Do' Chec('
)ct' )naly*e
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