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The totality of features and

characteristics of a product or
Quality service that bears on its ability to
satisfy stated or implied needs

Quality

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User-based – better performance,

more features

Manufacturing-based –
Different Views conformance to standards,
making it right the first time
Product-based – specific and
measurable attributes of the
product

Implications of Quality

1. Company reputation
 Perception of new products
 Employment practices
 Supplier relations
2. Product liability
 Reduce risk
3. Global implications
 Improved ability to compete

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Contemporary Focus on Quality

CUSTOMER-CENTRIC
SYSTEMS THINKING QUALITY PREVENTIVE APPROACH
INTEGRATION OF ALL QUALITY DEFINED BY REDUCING VARIATION
COMPONENTS (PEOPLE, MEETING AND AND ENSURING DEFECT-
PROCESSES, TOOLS). EXCEEDING CUSTOMER FREE PROCESSES.
EXPECTATIONS.

The Wheel of Quality/ Key Principles

of Quality

Customer Focus
Managing Variation
Listening to stakeholders
Identifying and controlling
and aligning deliverables
inconsistencies.
with needs.

Continuous Improvement Training and Leadership

Incremental and Empowering teams and
breakthrough fostering a culture of
enhancements. excellence.

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Key Dimensions
of Quality
 Performance
 Features
 Reliability
 Conformance
 Durability
 Serviceability
 Aesthetics
 Perceived quality
 Value

Performance: Refers to the primary operating

characteristics of a product or service.

•A car’s top speed, acceleration, and fuel efficiency.

Key Features: Additional characteristics that

enhance the product's appeal or usability.
Dimensions •A smartphone with facial recognition, dual cameras,

of Quality
and wireless charging.

Reliability: The probability that a product will

function without failure over a specified
period.
•A washing machine consistently operating without
breakdowns for 5 years.

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Conformance: The degree to which a

product meets specified standards or
requirements.
•A laptop’s compliance with international safety and
performance standards.

Key Durability: The length of time a product lasts

before it needs replacement.
Dimensions •A durable pair of running shoes lasting through years of

of Quality regular use.

Serviceability: The ease and speed with

which a product can be repaired or
maintained.
•A car with accessible spare parts and a reliable service
network.

Aesthetics: The product’s look, feel, sound, or

other sensory characteristics.

•The sleek design and premium feel of a luxury watch.

Key Perceived Quality: The customer’s perception

of the product’s overall quality, which may
Dimensions differ from actual quality.
•A high-end brand handbag perceived as superior

of Quality
despite similar material to other brands.

Value: The balance between the product's

price and its quality from the customer’s
perspective.
•A budget smartphone offering excellent features at an
affordable price.

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Key Dimensions of Quality

Dimension Definition Key Aspect
Primary operating
Performance characteristics
Functionality

Features Additional characteristics Added benefits

Consistent performance over
Reliability time
Dependability

Conformance Adherence to standards Compliance

Durability Product lifespan Longevity
Ease of repair and
Serviceability maintenance
Repairability

Aesthetics Sensory appeal Visual and sensory appeal

Customer’s perception of
Perceived Quality quality
Subjective evaluation

Value Quality relative to cost Price-to-quality ratio

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A Japanese character that symbolizes a

broader dimension than quality, a deeper
Takumi process than education, and a more
perfect method than persistence

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Costs of Quality

Prevention costs Appraisal costs Internal failure External costs

reducing the potential for evaluating products, parts, producing defective parts defects discovered after
defects and services or service before delivery delivery

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Costs of Quality

Total Total Cost

Cost
External Failure

Internal Failure

Prevention

Appraisal

Quality Improvement

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Reasons of Poor Quality

Lack of discipline
 Poorly defined requirement
 Uncontrolled changes
 Poor documentation
 Quality control
 Integration
 Testing

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Reasons of Poor Quality

Poor management
 Unclear objectives
 Not ready to do that project
 Staff problems
 Unrealistic demands

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Project quality management is the processes

and activities that determine quality policies,
objectives, and responsibilities to ensure the
project will satisfy the needs for which it was
Project undertaken

Quality
Manageme
nt
It includes all activities of the overall
management function that determine the
quality policy, objectives, and responsibilities,
and implements them by means such as quality
planning, quality assurance, quality control, and
quality improvement within the quality system

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Project Quality management Sub Processes

 Quality Planning
 Quality Assurance
 Quality Control
 These processes interact with each other as well as with the
processes of other knowledge areas
 Each process involves an effort of one or more individual or group of
individuals based on the need of the project
 Each process occur at least once in every project phase during the
project life cycle

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Nature of PQM

 Project quality management must address both the management

of the project and the product of the project.

 Failure to meet quality requirements in either dimension can have

serious and negative consequences for any or all of the project

stakeholders

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Ensures the project delivers what the

customer expects and needs
Reduces rework, defects, and waste -
saving time and money
Quality Builds confidence and credibility with
the customer
Manageme Increases the probability of project
nt success
Enhances the organization's reputation
and competitiveness
Promotes a culture of continuous
improvement

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Quality Planning:
Identifying the quality standards relevant to the
project and determining how to satisfy them

The Quality Quality Assurance:

Manageme Evaluating overall project performance to

provide confidence that the project will satisfy
the relevant quality standards
nt Triad
Quality Control:
Monitoring specific project results to determine if they
comply with relevant quality standards and
identifying ways to eliminate causes of unsatisfactory
performance

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Plan Plan Quality Management

The Project
Quality Perform Perform Quality Assurance
Manageme
nt Process
Control Control Quality

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Identify quality requirements and/or

standards for the project and its
deliverables

Document how the project processes will

Plan Quality be measured to ensure the project satisfies
the relevant quality standards

Manageme
nt Identify quality roles and responsibilities

Plan quality control and assurance

activities

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Audits the quality

requirements and results from
quality control measurements
Perform Identifies ways to eliminate
Quality causes of unsatisfactory
results
Assurance
Implements process
improvement activities to
enhance future performance

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Monitors and records the results of

executing the quality management
activities
Ensures that the project deliverables
and work meet the specified quality
Control requirements

Quality Identifies corrective actions to

address quality issues

Validates that corrective actions are

effective

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Quality Planning

Identifying which quality standards

are relevant to the project and
determining how to satisfy them

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Quality Planning

 Quality Planning involves identifying with quality standards

 It is a key facilitating process during the Project planning Process
 In modern quality management quality is planned in and not
inspected in
 Prior to the development of ISO 9000 series, quality planning
concepts were widely discussed as parc of quality assurance.

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Quality Planning flowchart

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Quality Planning Inputs

The over all intentions and direction of an organization

regarding quality, as formally expressed by the top
management

In the case of a joint venture, a quality policy for the

individual project should be developed

The management team is responsible for dissipating the

quality policy to all project stakeholders through
appropriate information distribution channels

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Quality
Planning
Inputs
Scope Statement
 The scope statement is a key input to
quality’ planning because it documents
major project deliverables as well as
project objectives which serve ‹o define
important stakeholder requirements

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Quality Planning
Inputs
Product description
 Although the elements of the product description
may be embodied in the scope statement, the
product description often contains details of
technical issues and other concerns that may
affect quality planning

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Standards and Regulations

Quality
Planning
Inputs Any application-area- specific
standards or regulations that
may affect the project

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Quality
Planning
Inputs

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Quality Planning Inputs

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 the quality
planning

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Tools and Techniques

for Quality Planning

Benefit / cost analysis

 The planning process muse consider

benefit cost tradeoffs
 The Primary Benefit: Is less work, higher
productivity, lower costs, and increased
stakeholder satisfaction
 The Primary Cost Is expenses associated
with project quality

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Benchmarking
Cause and Effect Diagrams
Control Charts
Quality Tools Cost of Quality

and Flowcharting
Histograms
Techniques
Pareto Diagrams
Run Charts
Scatter Diagrams

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Benchmarking

 Benchmarking involves comparing actual or planned

project practices to those of other projects to generate
ideas co:

 Generate ideas for improvement

 Provide a standard for measurement of performance

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Flow charting

 System or process flow charts

 Flowcharting can help in anticipating probable quality
problems and thus helps co develop approaches for
dealing with them

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Cause
and
Effect
Diagram

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Flow
chart

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Design of
Experiments
 This is an analytical technique which aims
to define variables that have most
influence on the overall outcome
 This technique is commonly applicable to
the product of the project issues.
 This technique can also be used in project
management issues such as cost and
schedule tradeoffs to allow for optimal
solutions.

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Cost of Quality

Cost of conformance
 Prevention Cost
 Appraisal cost
Cost of non-conformance
 Internal Failure
 External Failure

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Costs of Quality
Cost of Conformance Cost of Nonconformance
• Planning • Scrap
• Training • Rework and repair
• Process control and validation • Additional material
• Product design validation • Inventory
• Test and evaluation • Warranty repairs and service
• Quality audits • Compliant handling
• Maintenance and calibration • Liability judgments
• Inspection • Product recalls
• Field testing • Field service
• Expediting
Cost of Quality = Cost of conformance + Cost of nonconformance

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Output of Quality Planning

Quality Management Plan

 The quality management plan should describe how a project management team will
implement its quality policy
 Also called quality System, (in ISO terminology), the plan should define :
 The organizational structure
 Roles and responsibilities
 Resources needed for implementation of quality’ management

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Quality Management Plan

 The Quality Plan should address:

 Quality Control of the project
 Quality Assurance
 Quality Improvement of the project
the project quality plan can be highly detailed or broadly framed based on
the needs of the project

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Output of Quality
Planning
Checklist
 A checklist is a structured tool used to verify that a
set of required steps or requirement have been
performed.
 Many organizations have standard checklists to
ensure consistency of frequency performed
activities

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Output of
Quality
Planning

Inputs To other Processes

 The quality planning

process may identify need
for further activity in another
area

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Output of Quality
Planning
Operational Definitions
An operational definition describes what
something is and how it is measured by the
quality control process.

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Quality Assurance

Quality assurance encompasses all the planned and systematic

activity implemented in a quality system to provide confidence
that the project will satisfy the relevant quality standards

Quality assurance is provided by a quality assurance dept.

Quality assurance can be internal ( from the project

management team co the performing organization)

Quality assurance can be EXTERNAL (provided co the

customer and other parties actively involved in the work of
the project

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Quality Assurance Flowchart

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Inputs to Quality
Assurance
 Quality management plan
 Results of quality control
measurements which are records of
quality control testing and
measurement in a format of
comparison or analysis
 Operational definitions

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 Quality audits which are a structured

review of other quality management
Tools and activities:
Techniques  They may be timely or carried out

For Quality
randomly
 They may be carried out by properly
Assurance trained internal- auditors or by third
parties such as quality systems
registration agencies

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Quality improvement
 Quality improvement includes action
to increase the effectiveness and
Outputs efficiency of the project to be provide
added benefits to the stakeholders of
From that project .
Quality  In many cases the implementation of
quality improvement will require
Assurance preparation of change requests or
taking corrective actions and will be
handled according to procedure for
overall change control

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Quality Control

Quality control involves

Project results mentioned
monitoring specific project
include both product results
results to determine if they
such as deliverables and
comply with relevant
MANAGEMENT results
standards and identifying
such as cost and schedule
ways to eliminate causes of
performance
unsatisfactory results.
The project management
ream should have a working
Quality control is often knowledge of statistical
performed by a quality quality control especially
control department sampling and probability to
help evaluate and control
output.
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Quality Control

Prevention Inspection Attribute sampling

keeping errors out of the keeping errors out of the for conformity of result
process) customer’s hand

Variable sampling
where the results are Special cause Random causes
rated on a continuous normal process
scale that measures the unusual event variations
degree of conformity or
nonconformity

Tolerances Control limits

where result should the process is in
fall within a defined control if it falls
tolerance range within these defined
limits

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Quality Control Flowchart

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Inputs To
Quality
Control
 Work results : including both
product results and process
results
 The quality management plan
 Operational definitions
 Checklists

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Tools and Techniques for

Quality Control
Inspection
 Inspection includes activities such as measuring,
examining and testing undertaken to determine
whether results conform to requirements
 Inspection can be carried out on the level of a single
activity or a final product
 Inspections can be called reviews, product reviews,
audits, and walkthroughs

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Tools and Techniques for

Quality Control
Control Charts
 These charts are graphical representations that display the result of
a process over time and are used to determine if the process is “in
control”
 When in control the process should not be adjusted , however it
may be changed in order to provide improvements
 Control charts may be used to monitor any type of output variable
 Control charts are most often used to monitor repetitive acclivity in
production but can also be used to monitor cost and schedule
variances

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Tools and Techniques for

Quality Control
Pareto Diagram
 A Pareto diagram is a histogram ordered by frequency of
occurrence which shows how many results were generated by
what category or identified cause
 The project management team Should take action to fix the
problems that are causing the greatest number of defects first
 Typically, the Pareto diagram reflects that a relatively small
number of causes are responsible for the majority of the
problems or defects.

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Tools and Techniques for

Quality Control
Statistical Sampling
 Statistical sampling involves choosing a part of a population of
interest for inspection
 Appropriate sampling can effectively reduce the cost of quality
control
 There is a vast body of knowledge related to statistical
sampling and therefore the management must be aware of
the various sampling techniques

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Tools and Techniques for

Quality Control
Trend Analysis
 The trend analysis involves the use of mathematical techniques to forecast
future outcomes based on historical results it is often used to monitor:
 Technical performance : how many defects have been identified and how many
remain uncorrected
 Cost and schedule performance: how many activities in a certain period were
completed with significant variances

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Outputs of Quality Control

 Quality improvement
 Acceptance decisions, where the inspected items will either
be accepted or rejected and those rejected may be reworked
 Rework, which is an action taken to bring defects or
nonconforming items into compliance with requirements and
specifications. Rework is a frequent cause of project
overruns, and the project management team must make an
effort to minimize it

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Outputs of Quality Control

 Completed Checklists, which become a part of a

project record when they are used
 Process Adjustments, which involves immediate
corrective or preventive action cases, quality control
measurements. In some cases the adjustment may
need to be handled according to procedures for
overall change control.

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The Kano
Model
A theory of product
development and
customer satisfaction

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Kano
Model

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Must-be Quality

One-dimensional Quality
Five
categories Attractive Quality
of customer
preferences Indifferent Quality

Reverse Quality

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Two Aspects of Quality

Quality of design
•The product or service must be designed to meet or exceed
the customer expectations

Quality of conformance to design

•Quality of transformation of design into real product or
service

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Initiation: Determine quality

requirements and standards

Planning: Develop the quality

Quality management plan

Manageme Execution: Perform quality assurance

and control
nt in Project
Monitoring and Controlling: Monitor
Phases progress and take corrective action

Closing: Finalize all activities to

formally complete the project

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Managers must deliver healthy, safe,

quality products and services

Poor quality risks injuries, lawsuits,

Ethics and recalls, and regulation
Quality
Management Organizations are judged by how
they respond to problems

All stakeholders much be considered

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