Description: the process of monitoring and recording results of executing the quality management activities in order to assess performance and ensure the project outputs are complete, correct and meet customer expectations. It determines if the project outputs do what they were intended to do. Those outputs need to comply with all applicable standards, requirements, regulations, and specifications. The process is performed to measure the completeness, compliance, and fitness for use of a product or service prior to user acceptance and final delivery. It is done by measuring all steps, attributes, and variables.
Key benefit: verifying that project deliverables and work meet the requirements specified by key stakeholders for final acceptance.
Frequency: throughout the project.
Process / Asset Group
Input
The process
Output
Process / Asset Group
Project Management Plan
Quality management plan
8.3 Control Quality
Work performance information
4.5 Monitor and Control Project Work
Project Documents
Lesson learned register
Change requests
4.6 Perform Integrated Change Control
Quality metrics
Verified Deliverables
5.5 Validate Scope
Test and evaluation documents
Quality management plan
Project Management Plan
4.3 Direct and Manage Project Work
Deliverables
Quality control measurements
Project Documents
Work performance data
Issue log
4.6 Perform Integrated Change Control
Approved change requests
Lesson learned register
Enterprise / Organization
Enterprise environmental Factors
Risk register
Organizational Process assets
Test and evaluate documents
8.3.1 Inputs
8.3.1.1 Project Management Plan
Quality management plan: how quality control will be performed.
8.3.1.2 Project Documents
Include:
Lesson learned register.
Quality metrics. Project/product attributes and how compliance will be verified to them.
Test and evaluation documents.
8.3.1.3 Approved Change Requests
May include modifications such as
Defect repairs,
Revised work methods,
Revised schedules.
8.3.1.4 Deliverables
Any unique and verifiable product, result, capability to perform a service that is required to be produced to complete a process, phase, project.
8.3.1.5 Work Performance Data
Data on product status such as observation, quality metrics, measurements for technical performance, project quality performance, cost performance.
8.3.1.6 Enterprise Environmental Factors
Include:
Project management informational system.
Government agency regulations.
Rules, standards, guidelines.
8.3.1.7 Organizational Process Assets
Include:
Quality standards and policies;
Quality templates:
Check sheets,
Check lists,
Others.
Issue and defect reporting procedures and communication policies.
8.3.2 Tools and Techniques
8.3.2.1 Data Gathering
Include:
Checklists.
Check sheets.
Statistical sampling. Inspection of the part of the population.
Questionnaires and Surveys. Customer satisfaction after the deployment.
8.3.2.2 Data Analysis
Include:
Performance review.
Root cause analysis (RCA).
8.3.2.3 Inspection
The examination of a work product to determine if it conform to documented standards. Include measurements. May be called:
Reviews,
Peer reviews,
Audits,
Walkthroughs.
8.3.2.4 Testing/Product Evaluations
The intent of testing is to find errors, defects, bugs, or other non-conformance problems. The type, amount, and extent of tests needed to evaluate each requirement are part of the project quality plan and depend on the nature of the project, time, budget, and other constraints. Tests can be performed throughout the project, as different components of the project become available, and at the end of the project on the final deliverables. Early testing helps identify non-conformance problems and helps reduce the cost of fixing the nonconforming components.
8.3.2.5 Data Representation
Cause-and-effect diagrams.
Control charts. To determine whether or not a process is stable or has predictable performance. Upper and lower level limits. The control limits are determined using standard statistical calculations and principles to ultimately establish the natural capability for a stable process.
Histograms.
Scatter diagrams.
8.3.2.6 Meetings
Approved change requests review.
Retrospectives/lesson learned.
Successful elements in the project/phase,
What could be improved,
What to incorporate in the ongoing project and what in future project,
What to add to the organization process assets.
8.3.3 Outputs
8.3.3.1 Quality Control Measurements
The documented results of Control Quality activities.
8.3.3.2 Verified Deliverables
8.3.3.3 Work Performance Information
Project requirements fulfillment,
Causes for rejections,
Rework required,
Recommendations for corrective actions,
Lists of verified deliverables,
Status of the quality metrics,
The need for process adjustments.
8.3.3.4 Change Requests
8.3.3.5 Project Management Plan Updates
The organization's change control process via a change request.
Description: It is the process of translating the quality management plan into executable quality activities that incorporate the organization's quality policy into the project. It uses data and results from the Control Quality process to reflect overall quality status of the project to the stakeholders. Sometimes called quality assurance but Manage Quality has a broader definition than quality assurance. In project management quality assurance is on the processes used in the project. Quality Assurance is about using project processes effectively: assure stakeholder that the final product will meet their needs, expectations, requirements.
Manage Quality includes all the quality assurance activities + the product design aspects and process improvements. It implements a set of planned and systematic acts and processes defined withing the project's quality management plan that helps to:
Design an optimal and mature product by implementing specific design guidelines that address specific aspects of the products,
Build confidence that a future output will be completed in a manner that meets the specified requirements and expectations throughout quality assurance tools and techniques (quality audit and failure analysis),
Confirm that the quality processes are used and the their use meets the quality objectives of the project,
Improve the efficiency and effectiveness of processes and activities to achieve better results and performance and enhance stakeholders' satisfaction.
The organization's quality assurance department may be used to execute some organizational functions. Manage Quality is considered the work of everybody.
Key benefit: it increases the probability of meeting the quality objectives as well as identifying ineffective processes and causes of poor quality.
Frequency: throughout the project.
Process / Asset Group
Input
The Process
Output
Process / Asset Group
Project Management Plan
Quality management plan
8.2 Manage Quality
Change requests
4.6 Perform Integrated Change Control
Project Documents
Lesson learned register
Quality management plan
Project Management Plan
Quality control measurements
Scope baseline
Quality metrics
Schedule baseline
Risk report
Cost baseline
Enterprise / Organization
Organizational process assets
Quality reports
Project documents
Test and evaluation documents
Issue log
Lesson learned register
Risk register
8.2.1 Inputs
8.2.1.1 Project Management Plan
Quality management plan: the acceptable level of project and product quality, how to ensure this level, what to do with nonconforming products, what corrective action to implement.
8.2.1.2 Project Documents
Include:
Lesson learned register.
Quality control measurements. Used to analyze and evaluate the quality of the processes and deliverables of the project against the standard of the performing organization or the specified requirements. Also used to evaluate the measurements itself.
Quality metrics. The metrics are verified itself. They are used as a basis for the development of test scenarios for the project and its deliverables and for improvement initiatives.
Risk reports. Used to identify sources of overall project risk.
8.2.1.3 Organizational Process Assets
Assets list:
Organizational quality management system: policies, procedures, and guidelines;
Quality templates: check sheets, traceability matrix, test plan, test documents, others;
Results from previous audits;
Lesson learned register.
8.2.2 Tools and Techniques
8.2.2.1 Data Gathering
Checklist: a structural tool, component-specific, used to verify that a set of required steps has been performed or to check if a list of requirements has been satisfied.
8.2.2.2 Data Analysis
Include:
Alternatives analysis.
Document analysis.
Process analysis.
Root cause analysis (RCA).
8.2.2.3 Decision Making
Multicriteria decision making: evaluation of several criteria when discussing alternatives that impact project or product quality. Project decision: choosing between different implementation scenarios or suppliers. Product decision: evaluating the life cycle cost, schedule, stakeholder satisfaction, risks.
8.2.2.4 Data Representation
Include:
Affinity diagrams. To organize potential causes of defects into groups to show areas to be focused on the most.
Cause-and-effect /Fishbonediagrams. It breaks down the causes of the problem statement identified into discrete branches to identify the main/root cause of the problem.
Flowcharts. A series of steps that lead to a defect.
Histograms.
Matrix diagrams. Factor-objective relations.
Scatter diagrams. Relations between two variables.
8.2.2.5 Audits
A structured, independent process to determine project compliance with organizational/project policies, processes, procedures. Usually conducted by a external team. Quality audit objectives:
Identifying all good/best practices;
Identifying all nonconformity, gaps, and shortcoming;
Sharing good practices;
Proactively offering assistance in a positive manner to improve the implementation of processes -> help to raise team productivity;
Highlighting contribution of each audit in the lessons learned repository of the organization.
Quality audit can confirm the implementation of approved change requests.
8.2.2.6 Design for X
DfX - a set of technical guidelines that may be applied during the design of a product for the optimization of a specific aspect of the design. DfX can control or even improve the product's final characteristics.
8.2.2.7 Problem Solving
It can include gathering additional information, critical thinking, creative, quantitative, logical approaches:
Defining the problem;
Identifying the root cause;
Generate possible solutions;
Choosing the best solution;
Implementing the solution;
Verifying solution effectiveness.
8.2.2.8 Quality Improvement Methods
Plan-Do-Check-Act, Six Sigma.
8.2.3 Outputs
8.2.3.1 Quality Reports
Can be graphical, numerical, qualitative. They are used by other departments. May include:
Quality management issues escalated by the team;
Recommendations for process, project, product improvements;
Definition: the process of identifying quality requirements and/or standards for the project and its deliverables, and documenting how the project will demonstrate compliance with quality requirements and/or standards.
Key benefit: it provides guidance and direction on how quality will be managed and verified throughout the project.
Frequency: once or at predefined points in the project.
Process/ Asset Group
Input
The Process
Outputs
Process/ Asset Group
4.1 Develop Project Charter
Project Charter
8.1 Plan Quality Management
Quality management plan
Project Management Plan
Project Management Plan
Requirements management plan
Risk management plan
Risk management plan
Scope baseline
Stakeholder management plan
Quality metrics
Project documents
Scope baseline
Lesson learned register
Project Documents
Assumption log
Requirements traceability matrix
Requirements documentation
Risk register
Requirements traceability matrix
Stakeholder register
Risk register
Stakeholder register
Enterprise/ Organization
Enterprise environment factors
Organizational process assets
8.1.1 Inputs
8.1.1.1 Project Charter
It provides high-level project description and product characteristics, approval requirements, project objectives, related success criteria.
8.1.1.2 Project Management Plan
Requirements management plan. The approach for identifying, analyzing, and managing the requirements that the quality management plan and quality metrics will reference.
Risk management plan. The approach for identifying, analyzing, and monitoring risks.
Stakeholder engagement plan. The method for documenting the stakeholders' needs and expectations.
Scope baseline. WBS -> for which objects quality management + the acceptance criteria.
8.1.1.3 Project Documents
Assumption log. For quality requirements.
Requirements documentation. Captures the requirements for the project and deliverables.
Requirements traceability matrix. It links product requirements to deliverables -> ensure each requirement is tested.
Risk register. It contains information on threats and opportunities.
Stakeholder register. It helps to identify stakeholders who have a particular interest/impact on quality.
8.1.1.4 Enterprise Environmental Factors
Includes:
Governmental agency regulations;
Rules, standards, and guidance specific to the application area;
Geographic distribution;
Organizational structure;
Marketplace conditions;
Working or operating conditions of the project or its deliverables;
Cultural perceptions.
8.1.1.5 Organizational Process Assets
Includes:
Organizational quality management system:
Policies;
Procedures;
Guidelines;
Quality templates such as check sheets, traceability matrix, others;
Historical databases and lesson learned repository.
8.1.2 Tools and Techniques
8.1.2.1 Expert Judgement
Topics:
Quality assurance;
Quality control;
Quality measurements;
Quality improvements;
Quality systems.
8.1.2.2 Data Gathering
Includes:
Benchmarking. Comparing actual or planned project practices or the project quality standards to identify best practices, generate ideas for improvements, and provide a basis for measuring performance.
Brainstorming. To gather data creatively from a group of team members or subject matter experts to develop the quality management plan.
Interviews. To gather project and product quality needs and expectations, implicit and explicit, formal or informal.
8.1.2.3 Data Analysis
Include:
Cost-benefit analysis. A financial analysis tool to estimate the strengths and weakness of alternatives in order to determine the best alternative. To determine if the planned quality activities are cost effective.
Cost of qualityCOQ.
Prevention costs.
Appraisal costs. Costs related to evaluating, measuring, auditing, and testing.
Failure costs (internal/external).
8.1.2.4 Decision Making
Multicriteria decision analysis to identify the key issues and suitable alternatives to be prioritized as a set of decisions for implementation. Criteria are prioritized and weighed before being applied to all available alternatives to obtain a mathematical score for each alternative. The alternatives are then ranked by score.
8.1.2.5 Data Representation
Flowcharts. The sequence of steps.
Logical data models.
Matrix diagrams.
Mind mapping.
8.1.2.6 Test and Inspection Planning
The tests and inspections are industry dependent. Identify how to test/inspect the product, deliverables, how to meet the goal for the product's performance and reliability.
8.1.2.7 Meetings
8.1.3 Outputs
8.1.3.1 Quality Management Plan
It describes how applicable policies, procedures, guidelines will be implemented. Activities and resources for the project to achieve the quality objectives.
Formal/informal, detailed/broadly framed.
It should be reviewed early to ensure that decisions are based on accurate information.
Components:
Quality standards that will be used by the project.
Quality objectives;
Quality roles and responsibility;
Project deliverables and processes subject to quality review;
Quality control and quality management activities planned for the project;
Quality tools that will be used;
Major procedures relevant for the project.
8.1.3.2 Quality Metrics
It specifically describes a project or product attribute and how the Control Quality will verify compliance to it (failure rate, number of defects, ...)
8.1.3.3 Project Management Plan Updates
Change control process.
Components:
Risk management plan. Decisions on quality -> risks.
Scope baseline. Quality management activities -> scope of work.
Includes the progress for incorporating the organization's quality policy regarding planning, management, and controlling project and product quality requirements in order to meet stakeholder's objectives.
Key Concepts for Project Quality Management
Quality and grade are not the same concepts. Quality as a delivered performance or result is "the degree to which a set of inherent characteristics fulfill requirements" (ISO 9000).
Grade as a design intent is a category assigned to deliverables having the same functional use but different technical characteristics.
Prevention is preferred over inspection. The cost of preventing mistakes is generally much less than the cost of correcting mistakes.
Differences in meaning of terms:
Prevention - keeping error out of he process. Inspection - keeping errors out of the hands of the customer.
Attribute sampling - the result either conforms or doesn't conform. Variable sampling - the result is rated on a continuous scale that measures the degree of conformity.
Tolerances - specified range of acceptable results. Control limits - identify the boundaries of common variation in a statistically stable process or process performance.
Cost of quality (COQ) includes all costs incurred over the life of the product by investment in preventing nonconformance to requirements, appraising the product or service for conformance to requirements, and failing to meet requirements (rework).
Failure cost are the cost of poor quality and are
Internal - found by the project team;
External - found by the customer.
Levels of quality management:
Let the customer to find the defects. Warranty issues, recalls, loss of reputation, rework costs.
Detect and correct the defects before the deliverables are sent to the customer as part of the quality control process. Appraisal and internal failure costs.
Use quality assurance to examine and designing of the project and products.
Incorporate quality into the planning and designing of the project and product.
Create a culture in the organization that is aware and committed to quality in processes and products.
Trends and Emerging Practices in Project Quality Management
Customer satisfaction. Understand, evaluate, define, manage requirements so that customer expectations are met. Conformance to requirements + fitness to use.
Continual improvement. Plan+Do+Check+Act (PDCA) cycle. Total Quality Management, Six Sigma, Lean Six Sigma.
Management responsibility.
Mutually beneficial partnership with suppliers. Win-Win.
Tailoring Considerations
Policy compliance and auditing. Policies, tools, techniques, templates.
Standards and regulatory compliance. Specific quality standards in the industry, governmental, legal, regulatory.
Recurring retrospectives regularly check on the effectiveness of the quality processes. Adjustment or drop.
Focus on small batches of work, incorporating as many elements of project deliverables as possible to uncover inconsistencies and quality issues earlier in the project life cycle.
The process of monitoring the status of the project to update the project costs and managing changes to the cost baseline.
Key benefit: the cost baseline is maintained throughout the project.
Frequency: throughout the project.
Process/ Asset Group
Input
The Process
Output
Process/ Asset Group
Project Management Plan
Cost management plan
7.4 Control Costs
Work performance information
4.5 Monitor and Control Project Work
Cost baseline
Change requests
4.6 Perform Integrated Change Management Control
Performance measurement baseline
Cost management plan
Project Management Plan
Project Documents
Lesson learned register
Cost baseline
7.3 Determine Budget
Project funding requirements
Performance Measurement baseline
4.3 Direct and Manage Project Work
Work performance data
Cost forecasts
Project Documents
Enterprise/ Organization
Organizational Process Assets
Assumption log
Basis of estimate
Cost Estimates
Lesson learned register
Risk register
Much of the effort of cost control involves analyzing the relationship between the consumption of project funds and the work being accomplished for such expenditures.
Cost control includes:
Influencing the factors that create changes to the authorized cost baseline.
Ensuring that all change requests are acted on in a timely manner.
Managing the actual changes when and as they occur.
Ensuring that cost expenditures do not exceed the authorized funding by period, by WBS component, by activity, and in total for the project.
Monitoring cost performance to isolate and understand variances from the approved cost baseline.
Monitoring work performance against funds expended.
Preventing unapproved changes from being included in the reported cost or resource usage.
Informing appropriate stakeholders of all approved changes and associated cost.
Bringing expected cost overruns within acceptable limits.
7.4.1 Inputs
7.4.1.1 Project Management Plan
Includes:
Cost management plan. How the project costs will be managed and controlled.
Cost baseline. The cost baseline is compared with actual results for change, correction action, preventive action.
Performance measurement baseline. For EVA.
7.4.1.2 Project Documents
Lesson learned register.
7.4.1.3 Project Funding Requirements
Projected expenditures plus anticipated liabilities.
7.4.1.4 Work Performance Data
Data on project status such as which cost have been authorized, incurred, invoiced, and paid.
7.4.1.5 Organizational Process Assets
Include:
Existing formal and informal cost control-related policies, procedures, guidelines.
Cost control tools.
Monitoring and reporting methods to be used.
7.4.2 Tools and Techniques
7.4.2.1 Expert Judgement
Variance analysis.
Earned value analysis.
Forecasting.
Financial analysis.
7.4.2.2 Data Analysis
Earned value analysis (EVA). Compares the performance measurement baseline to the actual schedule and cost performance, so we have three dimensions:
Planned value PV. Authorized budget assigned to scheduled work, not including management reserve. The total of the PV is also referred as the performance measurement baseline (PMB). The total planned value for the project is also known as budget at completion (BAC).
Earned value EV. A measure of work performed expressed in terms of the budget authorized for that work. It is often used to calculate the percent complete of a project. Progress measurement criteria should be established for each WBS component to measure work in progress.
Actual cost. It is the realized cost incurred for the work performed on an activity during a specific time period. It needs to correspond in definition to what was budgeted in the PV and measured in the EV.
Variance analysis.
Identify cost, schedule, completion variances.
Cost performance measurements are used to assess the value of variation.
Define are corrective actions are needed.
Analyse the cause of variances.
Schedule variance: SV=EV-PV.
Cost variance: CV = EV - AC.
Schedule performance index. It measures schedule efficiency: SPI = EV/PV.
Cost performance index. It measures the cost efficiency of budgeted resources: CPI = EA / AC.
Trend analysis. Graphical analysis.
Forecasting. Estimate at completion. If it becomes obvious that the BAC is no longer viable the EAC can be forecasted. It is typically based on the actual costs incurred for work completed + estimate to complete (ETC) the remaining work.
EAC forecast for ETC work performed at the budgeted rate. Took current performance by the actual costs -> ETC will be accomplished at the budgeted rate. EAC = AC + (BAC - EV).
EAC forecast for ETC work performed at the present CPI. EAC = BAC / CPI
EAC forecast for ETC work considering both SPI and CPI factors. EAC = AC+[(BAC-EV)/(CPI*SPI)]
Reserve analysis. To monitor the status of contingency and management reserves for the project to determine if these reserves are still needed or if additional reserves need to be requested. Risk analysis is also used.
7.4.2.3 To-Complete Performance Index
TCPI is a measure of the cost performance that is required to be achieved with the remaining resources in order to meet a specified management goal: the ratio of the cost to finish the outstanding work to the remaining budget. (BAC-EV)/(BAC-AC).
7.4.3 Outputs
7.4.3.1 Work Performance Information
Includes information on how the project work is performing compared to the cost baseline.
7.4.3.2 Cost Forecast
Either a calculated EAC value or a bottom-up EAC value is documented and communicated to stakeholders.
7.4.3.3 Change Requests
To the cost and schedule baselines or other components of the project management plan.
7.4.3.4 Project Management Plan Updates
All updates are going through change control process. Components:
Cost management plan. Changes to control threshholds or specified levels of accuracy required.
Cost baseline. Changes in response to approved changes in scope, resources, or cost estimates.
Performance measurement baseline.
7.4.3.5 Project Documents Updates
Include:
Assumption log. The need to revise the resource productivity or others...
There are several conventions to aid in estimating percent completion:
50/50 rule. 50% completion is assumed when the task is begun, remaining 50% - when the work is complete. It is excessively generous for the task beginning and conservative toward the end of the task.
0/100 rule. Very conservative rule. The project always seems to be running late. The earned value line will always lag the planned value line.
Critical input use rule. Task progress is defined by the amount of a critical inputs. Amount of poured concrete cubic meters -> status of the task of building the foundation.
The proportionality rule. Uses time or cost as the critical input.
The before mentioned variants can be applied to tasks not to the project itself. It the project include a lot of tasks then any of the variant applied is good enough.
The concept of earned value balances planned (baseline) cost, actual cost, schedule.
Budget at Completion (BAC).
Estimated cost at completion (EAC).
Cost (spending) variance (CV): EV - AC. Or money budgeted to accomplish the work done on current point of time minus actual cost of this work.
The schedule variance (SV) = EV - PV. Or budgeted money for the work done minus budgeted money to be spend on the work to be done on the current time.
The time variance (TV) = ST - AT. Or planned time minus actual time.
Variances can be calculated as ratios or indexes.
Cost Performance Index (CPI) = EV/AC
Schedule Performance Index (SPI) = EV/PV
Time Performance Index (TPI) = ST/AT. It is useful when an organization wishes to compare the performance of several projects. But be careful on the degree of accuracy of calculation of percent complete.
Example:
On current moment the work is expected to be costed as of 1500. The actual expenses are 1350. The completion percent = 67%.
Variances:
Cost Variance = EV - AC = 1500 * .67 - 1350 = - 350
Aggregation in accordance with the WBS -> control accounts -> entire project.
7.3.2.3 Data Analysis
Reserve analysis -> management reserves for the project: an amount of the project budget withheld for management control purposes and are reserved for unforeseen work that is within scope of the project, for unknown unknowns. It is not includes into the cost baseline but is a part of the budget. If the reserve is used the amount is included into the baseline through change control project.
7.3.2.4 Historical Information Review
For parameters (project characteristics) or analogous estimates. Regression models. Used when:
Historical information is accurate;
Data are quantifiable;
Model is scale-able.
7.3.2.5 Funding Limit Reconciliation
The expenditure are under funding limits. Variances -> rescheduling of work -> out the rate of expenditure (?).
7.3.2.6 Financing
Funding methods for external financing. It can add additional requirements to the project.
7.3.3 Outputs
7.3.3.1 Cost Baseline
Approved version of the time-phased project budget, excluding management reserves. It is used as a basis to compare with actual results.
