MA in Project Management

Quality Management for Project Managers

(MBA-PM 717) (2 Cr. Hrs.)
Prerequisite: Fundamentals of Project
Management
Instructor: Demelash H (Assistant Professor)
Email : hailudeme2020@[Link]

Mobile: +251917844258
2nd Year 1st semester
 Introduction

1. What is your Name & Your Educational Background?

2. What is your Project quality management Experience?

3. What would you like to get out of this Course?

 Course description

 Quality within contest of a project is concerned with two variable:

Quality of the project deliverables (products) and quality of project
management deliverables.

 This course is intended for any person functioning as a project

manager or aspiring to be a project.

 Study of the major principles of quality management: customer focus,

continuous improvement, employee involvement, and process
improvement. Use of case studies and a project to gain knowledge in
implementing quality management principles.
 Course Objectives

Upon successful completion of the course, students should be able to:

 Project quality management principles- the language and practice of quality
management as it applies to the project management life cycle.

 Product quality vs process quality- how quality management applies to both the
deliverables from the project and the processes used to produce those deliverables.
 Tools for project quality management- use a variety of tools to assess, monitor and
resolve product and process quality issues.

 Models for continuous quality improvement of the project management process -

understand the relationship between project management processes and the critical
success factors of the enterprise, and construct continuous quality initiatives to assure
success.
 Course Content
Chapter One: The Concept of Project Quality and Quality Management
1.1 Introduction to the concept of Project Quality
1.2 Total quality management in organization and in project
1.3 Philosophies and frameworks for quality management
1.4 Project Quality/specification as element of project balanced quadrant
1.5 the principles of six sigma
1.6 Focusing on Customers
1.7 Understanding the history of project quality management
Chapter Two: Mechanisms for Project Quality Management
2.1 Planning Project Quality
 Overview of the Project Quality Process
 Inputs to plan Project Quality Process
 Outputs from Project Quality Process
2.2 Tools for Project Process quality Improvement-Quality assurance
2.3 Tools for Project Products/Service quality Improvement-Quality Control
 Pareto charts
 Control charts
 Cause and effect
 Diagrams and

 Quality Metrics
Chapter Three: Performing Project Quality Management

3.1 Overview of the Performing Quality Assurance Process

3.2 Inputs to the Perform Quality Assurance Process

3.3 Tools and Techniques for the perform quality assurance

process

3.4 Outputs from the Perform Quality Assurance Process

Chapter Four: Performing Project Quality Control

4.1 Overview of the Performing Quality Control Process

4.2 Inputs to the Perform Quality Control Process

4.3 Tools and Techniques for the perform quality Control process

4.4 Outputs from the Perform Quality Control Process

 Chapter One

The concept of Project Quality and

Quality Management
Discussion (5 min)

1. What is Project Quality mean?

2. What is Total quality management in organization and in project?

3. What are Project Quality/specification as element of project balanced

quadrant?

4. Do you think that Quality Focus on Customers?

5. Understanding the history of project quality management

 1.1 Introduction to the concept of Project Quality

 Quality is clearly one of the key components of project success.

 Everyone talks about quality.

 Everyone demands and promises quality in project implementation. But in

the end, it seems to be much mentioned and little employed

 What is quality?
 A customer may demand quality and an organization may
promise to deliver quality, but a project manager is the one who
has to do it.

 Failure can have devastating immediate and long-term

consequences for both the project manager and the project
organization.

 From a product manufacturing or service delivery point of view,

quality is, to a great degree, a problem solved.
 Definition of Quality
 Quality can be defined in different ways; Among those the following are some:
 Products — We define quality by our view of the features or attributes of some
particular product: an automobile, an article of clothing, an electronic device, and so on.
 Defects —We expect quality products to be free of defects.
 Processes —

 Customers —People who make what other people want to buy have a different view of
quality and it is rooted in what customers want. To these people, quality is defined by
customers, their needs, and their expectations.

 Systems — A system is a group of things that work together. At a higher level of

analysis, quality may be viewed as arising from things that work together. Products,
defects, processes, and are all part of a system that generates quality, as are
suppliers, policies, organizations, and perhaps some other things unique to a specific
situation.
 Quality’ mean

• Fit for purpose

• Meeting or exceeding customer expectations……

• Ability of a product or service to satisfy given needs

• Right needs at the right time in the right ways

 In a project management context?

All 3 components must be considered and met…

• Customer quality – does the product or service give
customers what they want (as measured by outcomes for
service users – e.g. satisfaction surveys etc

• Professional quality – does the service meet customer

need as defined by professionals (as per procedures and
standards)

• Process quality – do the design and operation of the

service process use resources in the most efficient way to
meet customer requirements
 Quality Management includes:

 Performance- doing the work & results achieved

 Economy – measurement and regulation of inputs

 Efficiency – doing things right

 Effectiveness – doing the right things

 Benchmarking - comparisons
 Quality Management Cycle
3 integrated
stages of quality
management

In order to achieve
these stages,
approaches such as
TQM or continuous
improvement can be
used
 Managing Quality in Projects

 The PM must communicate goals, make processes and resources available

which prioritise quality

 The project outcome must satisfy the needs for which it was undertaken
and that includes product and process quality

 Quality must be integrated into the planning process by setting performance

expectations and goals for individual team members

 Set performance indicators to which measurable standards are attached -

standards represent minimum requirements.

 Procedures defined must meet the needs of the project and its customers for
effective and efficient delivery of product or services
 Plus these 3 things……..
• Ensure that projects are monitored continually. Monitoring
entails measuring performance consistently and providing ongoing
feedback to team members on their progress towards reaching project
milestones.

• Unacceptable performance can be identified and the problem can be

addressed at an early stage - before it is too late!

• Planned progress meetings can be used to evaluate team members’

performance. The team members’ performance is rated against
the standards set, as set out in the organisations performance
appraisal system.
 Quality management tools

• ISO 9000-9004
• Business Excellence Framework (BAQF)
• European Foundation for Quality Management
(EFQM)
• Customer service standards and citizens’ charters
• Quality Awards
• Learning organisation (self-assessment)
• Total Quality Management (TQM)
• The Balanced Scorecard
 Quality management culture
• A quality culture is essential to penetrate the whole
organisation/team

– empower their workforce to take decisions

– hold them responsible for the results

– reward their performance

• Incentive schemes are used to motivate and bonuses are based

on corporate success
 1.2 TOTAL QUALITY MANAGEMENT

Total Quality Management (TQM) is a theory of management based on

the principles of quality assurance.

It consists of the integration of all functions and processes within an

organization in order to achieve continuous improvement of the quality
of goods and services.

TQM relies on the fundamental principle that is the core of any

business: maximize productivity while minimizing costs.

Its goal is customer satisfaction.

 THEORIES AND APPLICATION

Historically, commercial organizations in economically

advanced nations have focused on preventing defective goods
and services from entering the market.

In the last 15 years, the trend has been toward producing goods
and services by first assaying customer needs and then
designing accordingly.
Total Quality Management, can be defined as a structured system for
satisfying internal and external customers and suppliers by integrating
the business environment and the continuous improvement of
processes with development, improvement, and maintenance cycles,
while changing organizational culture.

There are many other definitions of Total Quality Management, but all
agree on its primary objective: to achieve customer satisfaction by
involving customers.
 The Concept of Total Quality Management

Total Quality Management (TQM) is based on a number of ideas.

It means thinking about quality in terms of all functions of the

enterprise, and it can be viewed as a management-led approach in
which top management commitment is essential, a start-to-finish
systems approach that integrates interrelated functions at all levels.

Employee awareness and motivation are essential

All are responsible for ensuring quality in terms of satisfying the
customer in all they do, and the approach is one of prevention of
errors and faults rather than detection and correction.

Thus, the overall effectiveness of the system is higher than the sum of
the individual outputs from the subsystems.

The subsystems include all the organizational functions in the life cycle
of a product, such as design, planning, production, distribution, and
field service.
Management subsystems also require integration, including strategy
with a customer focus, the tools of quality, and employee
involvement.

One of the keys to implementing TQM can be found in its definition

and in the fact that TQM is a structured system.

Describing TQM as a structured system means it is a strategy derived

from internal and external customer and supplier wants and needs
determined through daily management and cross-functional
management.
Pinpointing (to find out) internal and external requirements
allows continuous development, improvement, and maintenance
of quality, cost, delivery, and morale.

TQM is a system that integrates all of these activities and

information.
 THE PRINCIPLES OF TQM

TQM’s primary objective is to achieve customer satisfaction by

involving everybody dealing with product manufacturing,
directly or indirectly.

To do this, TQM operates on the basis of the following principles:

1. Involve and respect people: everyone associated with the
organization, including personnel, customers, and suppliers.

Management must be involved by providing leadership.

2. Processes, not people, are the problem.

3. Every employee is responsible for quality.

4. Everyone is a customer and a supplier.

5. Prevent problems.

Do not wait for them to occur and then fix.

6. Involve the processes of preparing and delivering products and services
to customers.

7. Quality improvements must be continuous.

8. Quality can and must be managed.

9. Plan and organize for quality improvement.

10. The quality standard is: defect free.

11. Goals are based on requirements, not negotiated.

12. Life cycle costs, not front end costs.

 The 10 Steps to TQM

Maintenance of these principles is based in turn on 10 steps recognized as fundamental

to a TQM program.
1. Pursue new strategic thinking
2. Know your customers
3. Set true customer requirements
4. Concentrate on prevention, not correction
5. Reduce chronic waste
6. Pursue a continuous improvement strategy
7. Use structured methodology for process improvement

8. Reduce variation

9. Use a balanced approach

10. Apply to all functions

 1.3 Philosophies and frameworks for quality management

 The major philosophies in quality these include the Deming

Philosophy, the Juran Philosophy, and the Crosby Philosophies each
of these philosophies have its key points, similarities, and differences,
and also their contributions to modern practice.

 Other philosophies will also be discussed which helped to shape

current thinking in quality management.
Evolution of Quality Management
Quality Movement Gurus
 DEMING PHILOSOPHY

 No individual has had more influence on quality

management than [Link] Edwards Deming (1900 – 1993).

 Deming received a Ph.D. in physics and was trained as a statistician, so

much of his philosophy can be traced to these roots.

 He is best known as one of the “early” pioneers and was

credited with popularizing quality control in Japan in the early 1950s.

 Today, he is regarded as a national hero in that country and is the father

of the world-famous Deming prize for quality
 Dr. W. Edwards Deming, Emphasized an overall organizational
approach to managing quality.

 He also demonstrated that quality products are less costly than

poor-quality products.

 Lastly, he identified 14 points critical for improving quality.

 Deming’s 14 points for quality management

1. create constancy of purpose for continual improvement of

products/services

2. adopt the new philosophy for economic stability

3. stop dependence on inspection for quality

4. stop awarding business on the basis of price alone, work with a single
supplier

5. improve continuously every process for planning, production and

service

6. institute training on the job

7. adopt and implement modern methods of supervision and leadership

8. eliminate fear

9. break down barriers between departments and individuals

10. eliminate slogans, exhortations and targets

11. eliminate numerical quotas for the workforce and numerical goals
for management

12. remove barriers that prevent workmanship and eliminate rating

and merit systems

13. institute a programme for education and self-improvement for

everyone

14. put everyone to work to accomplish the transformation

 Deming’s System of Profound Knowledge

1. Appreciation for a system

2. Understanding process variation

3. Theory of Knowledge

4. Psychology
 THE JURAN PHILOSOPHY

 Dr. Joseph Juran assisted the Japanese in their reconstruction

processes afterworld war II.

 He also emphasized the importance of producing quality

products through an approach focused on quality planning,
control, and improvement.
 Quality Trilogy

1. Quality planning: Process of preparing to meet quality

goals. Involves understanding customer needs and developing
product features.

2. Quality control: Process of meeting quality goals during operations.

Control parameters. Measuring the deviation and acting.

3. Quality improvement: Process for breaking through to

unprecedented levels of performance. Identify areas of
improvement and get the right people to bring about the change
 Ten Steps to Quality
1. Established awareness of the need to improve and the
opportunities for improvement

2. Set goals for improvement

3. Organize to meet the goals that have been set

4. Provide training

5. Implement projects aimed at solving problems

6. Report progress
7. Give recognition

8. Communicate results

9. Keep score

10. Maintain momentum by building improvement into

the company’sregular systems
 THE CROSBY PHILOSOPHY

 Philip Crosby came to national prominence with the publication

of his bookQuality is Free.

 He established the absolutes of quality management, whichstates

that the only performance standard is zero defects and basic
elementsof improvement.

 He also believed that an organization can reduce overallcosts by

improving the overall quality of its processes.
 Steps to quality improvement by Philip Crosby

Step 1: Management Commitment

Step 2: Quality Improvement Team

Step 3: Quality Measurement

Step 4: Cost of Quality Education

Step 5: Quality Awareness

Step 6: Corrective Action

Step 7: Establish an Ad Hoc Committee for the Zero Defects Program

Step 8: Supervisor Training

Step 9: Zero Defects Day

Step 10: Goal Setting

Step 11: Error Cause Removal

Step 12: Recognition

Step 13: Quality Council

Step 14: Do it Over Again

 Absolutes of Management

• Quality means conformance to requirements, not elegance.

• There is no such thing as a quality problem.

• There is no such thing as the economics of quality: it is always

cheaperto do the job right the first time.

• The only performance measurement is the cost of quality: the cost

ofnon-conformance
 Other Quality GURUS

Dr. Walter A. Shewhart

• Developed statistical control process methods to

distinguish betweenrandom and nonrandom variation in
industrial processes to keep processesunder control.

• Developed the “plan-do-check-act” (PDCA) cycle that

emphasizes the needfor continuous improvement.

• He Strongly influenced Deming and Juran

Dr. Armand Feigenbaum

• Proposed the concept of “total quality control,” making quality

everyone’sresponsibility.

• Stressed interdepartmental [Link] careful

measurement and report of quality costs.

Three Steps of Quality

1. Quality Leadership

2. Modern Quality Technology

3. Organizational Commitmen
Prof. Kaoru Ishikawa
 Developed problem-solving tools such as the cause-and-effect
(Fishbone)diagram.
 Called the father of quality circles.
Quality tools
1. Process flow chart
2. Check sheet
3. Histogram
4. Pareto chart
5. Cause–effect diagram
6. Scatter diagram
7. Control Chart
End of chapter one!