1

CHAPTER 3
PLANNING PROJECT QUALITY
 Chapter objectives
2

At the end of this chapter, you will be able to:

 Know Quality definition
 Identify Source of Quality definition
 Describe Quality characteristics

 Expalin Output of quality planning

 Define Benchmarking
 Identify Process checklists
 Discuss Quality (project) Audit

 Elaboarte The PCDA (Plan, Do, Check, and

Act) Cycle
 Introduction
3

 Quality management processes “…include all

the 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.”
( A Guide to the Project Management Body of
Knowledge ,2004)

 A quality policy is a document developed by

management to express the
directive(guidance) of the top management
with respect to quality.
4

 This description is sufficiently general to cover the

needs of the project in terms of time, cost, and
scope and the needs of the product of the project
or customers of the project in terms of the defined
requirements.

 Project quality management is linked to overall

organizational quality management in terms of
processes and costs.

 Quality management implies the ability to

anticipate situations and prepare actions that will
help bring the desired outcomes.
 Quality objectives can be specific to a department, team
process or project.
5

Examples of quality objectives.

1. Defects: A goal of conformance to specification such as
0.1% of items failing quality control and 0% of produce to
being shipped with a defect.
2. Durability: a target for minimum durability of a product
such as 20,000 hours of use.
3. Efficiency : efficiency of products and services. Eg. A
conversation efficiency goal for solar panels.

4. Performance: as measured by a figure of merit ( a

particular metric that is used to judge the value of the
product [fuels efficiency by miles per gallon]).
5. Timeliness; on time performance such as a train line with
a goal of less than 0.1% late arrivals.
6

6. Reliability:[ability of things to perform over time in a variety

of expected situations] a target of zero bugs in a software
release.
7. Accuracy: The accuracy of the process or service . Example,
an inventory management process that seeks to reduce out of
stock item by improving forecasting accuracy.
8. Completeness: the variety offered by a service such as an
ecommerce sites with target to offer a the greatest variety of
products.
9. Customer Service: measured by customer satisfaction
10. Safety:
11. Usability : utility to use friendly.
12. Sensory: objectives related to which are visual appealing,
taste, source, touch and smell
13. Others
 3.1 Quality Planning
7

Definition
 The PMBOK® Guide defines quality planning as
“…identifying which quality standards are
relevant to the project and determining how to
satisfy them.”
 Quality planning means planning how to fulfil
process and product
(deliverable) quality requirements.
 High quality is achieved by planning for it
rather than by reacting to problems after they are
identified.
8
9
 What is project quality management?
10

Project Quality Management addresses the management

of the project and the deliverables of the project
Processes:
 Plan Quality

 Perform Quality assurance

 Perform Quality Control

Plan Perform Perform

Quality Quality Quality
Assurance Control
 Plan Quality
Inputs Outputs
Tools & Techniques
Scope Baseline Quality Management
 Cost-benefit analysis
Plan
Stakeholder Register  Cost of quality
Quality Metrics
 Control charts
Cost Performance
 Benchmarking
Baseline Quality Checklists
 Design of experiments
Schedule Baseline Process
 Statistical sampling
Improvement Plan
Risk Register  Flowcharting
Enterprise  Proprietary quality Project document
Environmental Factors management methodologies updates
Organizational Process  Additional quality planning
Assets tools

Plan Perform Perform

Quality Quality Quality
Assurance Control
 Plan Quality
 Cost of Quality – Deming’s Costs of Quality
Evaluating the cost of
conformance with the Cost of Cost of Non
cost of Conformance Conformance
nonconformance to Quality training Rework
reach a balance.
Includes; Studies Scrap
 Prevention Costs
Appraisal
 the
85% of costs ofCosts
quality are the
Surveys Inventory Costs
direct responsibility
Failure Costs of management -
Deming
Warranty Costs
13

 This activity is the foundation for quality being

planned in, not inspected in.

 Project managers need not, and must not,

depend on inspection and correction to achieve
project quality.

 Instead, they should use conformance and

prevention to achieve quality.

 Project managers should, through planning,

design in and build in quality.
14

 The first step on the quality management is to

define quality, the project manager and the team
must identify what quality standards will be
used in the project, it will look at what the
donor, beneficiaries, the organization and
other key stakeholders to come up with a
good definition of quality.

 In some instances the organization or the area

of specialization of the project (health, water or
education) may have some standard definitions
of quality that can be used by the project.
15

 Identifying quality standards is a key

component of quality definition that will help
identify the key characteristics that will
govern project activities and ensure the
beneficiaries and donor will accept the
project outcomes.

 The goal is the prevention of defects through

the creation of actions that will ensure that the
project team understands what is defined
as quality.
 What are quality standards?

16
 Quality management standards are details of
requirements, specifications, guidelines and
characteristics that products, services and processes
should consistently meet in order to ensure:
 Their quality matches expectations
 They are fit for purpose
 They meet the needs of their users.
 Quality standards are defined as documents that
provide requirements, specifications, guidelines,
or characteristics that can be used consistently
to ensure that materials, products, processes,
and services are fit for their purpose.
 Standards are an essential element of quality
management systems.
 Purpose of quality management
standards
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 Businesses use standards:

 To satisfy their customers' quality requirements
 Ensuring safety and reliability of their products and
services
 Complying with regulations, often at a lower cost
 Defining and controlling internal processes
 Meeting environmental objectives.

 Businesses committed to following quality

management standards are often more able to:
 Increase their profits
 Reduce losses or costs across the business
 Improve their competitiveness
 Gain market access across the world
 Increase consumer loyalty
 Discussion
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 Define project quality?

 What are quality standards?
 3.2. SOURCES OF QUALITY DEFINITION

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 Customers are the base in project quality.

They may be classified as external, internal, or
hidden.

 In the contemporary view, customer

requirements define quality, not products or
processes.

 In other words, it is not what you do or how

you do it, but who uses it that counts.

 QUALITY IS IN THE PERCEPTION OF THE

CUSTOMER.
 Identifying Customers
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 Customers are the base.

 Customers may be classified as
 External (the paying client, suppliers, and end
users),
 Internal (elements in the supplier-process-
customer chain), and
 Hidden (those not directly involved, but
concerned about the project’s outcome).

 All of this is rather straightforward.

 Identifying Requirements

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 Customers are sources of requirements that

must be met for project success.

 The contract awarded by the paying customer is the

most obvious source of requirements.

 Contract terms and conditions prescribe what

must be done.

 Project and organizational elements, including

suppliers and subcontractors, are also sources
of requirements.
22

 Users and affected groups provide additional

requirements, often of great importance to the
project team.

 “Affected groups” are those that participate in

product or service delivery in some way, such as
warehouses, transportation providers, original
equipment manufacturers, and so on.

 Government agencies and other regulatory

agencies are also a source of requirements
that must not be overlooked.
 The sources of quality definition could be from:
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1. Donors
One source for definition of quality comes from the
donor; the project must establish conversations
with the donor to be familiar with and come to a
common understanding of what the donor
defines as quality.
 The donor may have certain standards of what is
expected from the project, and how the project
delivers the expected benefits to the beneficiaries.
 This is in line with the project’s ultimate
objective that the project outcomes have the
24

2. Beneficiaries
Another source for quality definition comes from the
beneficiaries; the project team must be able to
understand how the beneficiaries define quality from their
perspective, a perspective that is more focused on fitness
for use, the project outcomes must be relevant to the
current needs of the beneficiaries and must result in
improvements to their lives.

The team can create, as part of the baseline data

collection, questions that seek to understand how the
beneficiaries define the project will meet their needs, and a
question that also helps define what project success
looks like from the perspective of a beneficiary.
25

3. The development organization

 The development organization may have its own
quality standards that can reflect technical and
managerial nature of the project.

 The organization may require from the project timely

and accurate delivery of project information needed
for decision making, or compliance to international
or locally recognized quality standards that define
specific technical areas of the project, this is quite
often in health, water and nutrition projects.
 Quality Journey: Specifications
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Customers

Requirements

Specifications
 Requirements, Standards and
Specifications
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 Requirements are generally stated
descriptions of what the project is
expected to achieve.
 Specifications are the further detailing
of requirements.
 Specifications are specific and measurable
statements of requirements.
 Specifications are exact — they are specific
and measurable.
 Specifications provide specific targets for
performance.
 Standards guide project implementation.
28

 ISO 9000:2005 defines specification as a

document that states requirements. A specification
can be related to activities (e.g. procedure document,
process specification and test specification), or products
(e.g. product specification, performance specification
and drawing).

 Quality specifications are detailed requirements

that define the quality of a product, service or
process.
 Quality includes tangible elements such as
measurements and intangible elements such as
smell and taste.
 Specifications
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 Exact statement of the particular

needs to be satisfied, or essential
characteristics that a customer requires
(in a good, material, method, process,
service, system, or work) and which a
vendor must deliver.

 Specifications are written usually in a

manner that enables both parties (and/or
an independent certifier) to measure the
degree of conformance.
30

 Example:
 A requirement: “Responsive telephone
hotline service.”

 A specification for this requirement

might be: “Answer 99 percent of hotline
service calls within one ring.”
 Operational definitions
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 Operational definitions describe what something is

and how it is measured.

 They are a formal way of answering the question

“what do you mean by that?”
 Operational definitions provide a link between
requirements and specifications.

 Operational definitions remove ambiguity of

terms by describing what something is and how it
is measured.
 Both Deming and Juran emphasized the
importance of operational definitions in their work.
  Operational definition provide clarification of
32 ambiguous terms — “responsive” — and allow
the project team to develop specifications by
rational analysis rather than guesswork.
 Moving from requirements to specifications is a
three-step process:
1. Identify a requirement.
2. Develop an operational definition.
3. Develop a specific value against which
performance will be measured to determine
success.
 Specifications may be provided by the paying
customer in the contract or provided by
other customers informally.
 Even specifications in the contract may require
 Discussion
33

 Explain:
 requirements?
 standards ?
 specifications?
 3.3. Quality
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Characteristics
 All material or services have characteristics that
facilitate the identification of its quality.

 The characteristics are part of the conditions of

how the material, equipment and services are
able to meet the requirements of the project and
are fit for use by the beneficiaries.

 Quality characteristics relate to the

attributes, measures and methods attached
to that particular product or service.
 Types of Quality Characteristics
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1. Functionality : is the degree, by which equipment performs its

intended function, this is important especially for clinical
equipment, that the operation should be behave as expected.
2. Performance, its how well a product or service performs the
beneficiaries intended use.

3. Reliability, it’s the ability of the service or product to perform as

intended under normal conditions without unacceptable
failures.
4. Relevance, it’s the characteristic of how a product or service meets
the actual needs of the beneficiaries, it should be pertinent,
applicable, and appropriate to its intended use or application.
36

4. Timeliness, how the product or service is delivered in time to

solve the problems when its needed and not after, this is a
crucial characteristic for health and emergency relief work
5. Suitability, defines the fitness of its use, it appropriateness
and correctness, the agriculture equipment must be designed
to operate on the soul conditions the beneficiaries will use it
on.
6. Completeness, the quality that the service is complete and
includes all the entire scope of services. Training sessions
should be complete and include all the material needed to
build a desired skill or knowledge
7. Consistency, services are delivered in the same way for
every beneficiary. Clinical tests need to be done using the
same procedure for every patient.
 3.4. Quality Management Plan

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 The basic document for project quality is

the quality management plan.
 It is one of the several subordinate
management plans within the project
plan.

 It may be best for project teams to craft

an individual quality management plan
that fits the needs of the project.
 Quality Plan
 A quality plan is a document, or several documents, that
together specify quality standards, practices, resources,
38 specifications, and the sequence of activities relevant to a
particular product, service, project, or contract.
 Quality plans should define:
1. Objectives to be attained (for example, characteristics or
specifications, uniformity, effectiveness, aesthetics, cycle
time, cost, natural resources, utilization, yield,
dependability, and so on)
2. Steps in the processes that constitute the operating
practice or procedures of the organization
3. Allocation of responsibilities, authority, and resources
during the different phases of the process or project
4. Specific documented standards, practices, procedures,
and instructions to be applied
5. Suitable testing, inspection, examination, and audit
programs at appropriate stages
6. A documented procedure for changes and modifications
to a quality plan as a process is improved
7. A method for measuring the achievement of the quality
39

 At the highest level, quality goals and plans should be

integrated with overall strategic plans of the
organization. As organizational objectives and plans
are deployed throughout the organization, each
function fashions its own best way for contributing to
the top-level goals and objectives.

 At lower levels, the quality plan assumes the role of

an actionable plan. Such plans may take many
different forms depending on the outcome they are to
produce. Quality plans may also be represented by
more than one type of document to produce a given
outcome.
40

 A general framework for quality

management plans includes four
elements:
1. Quality Policy
2. Who is in charge?
3. Where are we going?
4. How are we going to get there?
41

1. Quality policy
 This expresses the intended direction of a
performing organization with regard to
quality.
 The project team may simply apply the existing
organizational quality policy, but only if it is a
good fit.
 Needs of the project may demand a quality
policy that is more specific than a generally
stated organizational quality policy.
42

2. Who is in charge?
 This question is one of three that lie at the heart of

quality management.
 The answer is neither trivial nor simple; it is not just

the name of the project manager.

 A complete answer — one essential to project

success — addresses project and organizational

infrastructure and describes participants,
reporting chains, and responsibilities.
 There are few more certain paths to project failure

than an ambiguous collection of participants in which

everyone is in charge, but no one is responsible.
43

3. Where are we going?

 Managing quality effectively depends on
specific performance targets.
 Goals provide broad descriptions of what

the project is expected to achieve.

 Requirements provide more detailed
descriptions.
 Operational definitions, which describe what
something is and how it is measured, provide the
means for understanding goals and requirements
that may be vague or ambiguous.
44

4. How are we going to get there?

 The answer to this question should address
processes, resources, and standards.
 Processes define the things the project team

will do to meet requirements and achieve

project goals.
 The quality management plan may include a lengthy

list of processes covering many different aspects of

project work.

 Remember that, by definition, quality planning

is all about identifying relevant standards.
 Tools and Techniques for the Plan Quality
Process
45

1) Cost/Benefit analysis
 The planning process must consider
benefit/cost tradeoffs
 The Primary Cost: Is the expanses

associated with PQM activities

 The Primary Benefit: Is less work,

higher productivity, lower costs, and

increased stakeholder satisfaction
46

2) Cost of Quality ( COQ ): Cost of

quality (COQ) includes all the costs
that conform to the required quality of
the project.
3) Control charts: To determine
whether or not a process is stable
or has predictable performance.
47

4) Benchmarking
 Benchmarking involves comparing
actual or planned project practices to
those of other projects to generate
ideas to:
1- Generate ideas for improvement
2- provide a standard for measurement of
performance
.
 Additional quality planning
48
tools
1. Brainstorming is a technique for
gathering information.
2. Force field analysis (FFA) is a technique
for analyzing ideas by grouping
characteristics or factors that are for
(pros) and against (cons) the idea.
3. Nominal group technique (NGT) is an
enhancement of brainstorming that adds
mechanisms for ranking ideas.
4. others
 Output of Quality Planning

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1) Quality Management Plan

 The Quality Plan should address:
- Quality Control of the project
- Quality Assurance
- Quality Improvement of the project

2) Quality Metrics
 On-time performance, budget control, defect frequency,
failure rate, availability, reliability and test coverage.
3) Quality checklists
 A structured tool used to verify that a set of required steps or
requirements have been performed
4) Process Improvement Plan
 Process boundaries
 Process configurations
 Process metrics
 Targets for improved performance
 The PDCA Cycle
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 The most popular tool used to determine quality

assurance is the Shewhart Cycle.
 This cycle for quality assurance consists of four
steps: Plan, Do, Check, and Act.
 These steps are commonly abbreviated as PDCA.
 The four quality assurance steps within the PDCA
model stand for:
Plan: Establish objectives and processes required to
deliver the desired results.
Do: Implement the process developed.
Check: Monitor and evaluate the implemented process by
testing the results against the predetermined objectives.
Act: Apply actions necessary
 The PDCA Cycle
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 The PDCA is an effective method for monitoring

quality assurance because it analyzes existing
conditions and methods used to provide the product
or service to beneficiaries.

The goal is to ensure that excellence is
inherent in every component of the process.
 Quality assurance also helps determine whether the
steps used to provide the product or service is
appropriate for the time and conditions.
 In addition, if the PDCA cycle is repeated throughout
the lifetime of the project helping improve internal
efficiency.
 Summary
52

 Project quality management is linked

to overall organizational quality
management in terms of processes
and costs.

 Quality management implies the

ability to anticipate situations
and prepare actions that will help
bring the desired outcomes.
 Summary
53

 Quality management includes quality planning,

quality assurance, quality control, and quality
improvement.
 The quality management plan is part of the
project plan. It includes:-
 The quality policy (intended direction of the
organization regarding quality) and answers the
questions:
 Who is in charge? (infrastructure and

responsibilities),
 Where are we going? (goals), and
 How are we going to get there? (Processes)
 Summary
54

 Quality planning is 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.
 Quality planning is the foundation that allows
quality to be planned in, not inspected in.
 Customers are the base in project quality.
They may be classified as external, internal,
or hidden.
 Summary
55

 Identifying customers is the first step in a seven-

step quality journey that provides a general
framework for quality management.
 Customers may be prioritized using an L-shaped
matrix
 Identifying requirements is the second step in
the quality journey. Requirements may be
prioritized using the Full Analytical Criteria
Method.
 Customer and requirement identification and
prioritization should be performed early in project
planning so the project starts in the right direction.
 Summary
56

 Identifying specifications is the third step in the

quality journey. Specifications are specific and
measurable statements of requirements.
 Operational definitions provide a link between
requirements and specifications. Operational
definitions remove ambiguity of terms by describing
what something is and how it is measured.
 Standards are closely related to specifications.
Standards address how something is to be done.
Specifications provide specific targets for
performance.
 Discussion
57

1) Know Quality definition

2) Identify Source of Quality definition
3) Describe Quality characteristics
4) Explain Output of quality planning
5) Define Benchmarking
6) Identify Process checklists
7) Discuss Quality (project) Audit
8) Elaborate The PCDA (Plan, Do, Check,
and Act) Cycle
 Discussion
58

[Link] Definition:
Quality refers to the degree to which a product or
service meets or exceeds customer expectations. It
encompasses various aspects such as performance,
reliability, durability, and other features that
contribute to customer satisfaction.
[Link] of Quality Definition:
Quality definitions can be sourced from various
frameworks and standards such as ISO
(International Organization for Standardization), Six
Sigma methodologies, Total Quality Management
(TQM) principles, and industry-specific guidelines.
 Discussion
59

3. Quality Characteristics:
• Quality characteristics are the attributes or
properties of a product or service that define its level
of quality. These may include:
• Performance: Ability to meet specified requirements.
• Reliability: Consistency in performance over time.
• Durability: Ability to withstand wear, decay, or damage.
• Usability: Ease of use and user-friendliness.
• Safety: Protection from harm or risk.
• Efficiency: Achievement of goals with minimal resources.
• Maintainability: Ease of repair and upkeep.
• Aesthetics: Visual appeal and attractiveness.
 Discussion
60

4. Output of Quality Planning:

The output of quality planning includes:
1. Quality management plan: Document outlining quality
objectives, processes, and responsibilities.
2. Quality metrics: Parameters used to measure and evaluate
quality.
3. Quality Checklists
4. Quality standards: Criteria against which quality is assessed.
5. Quality improvement initiatives: Strategies to enhance quality
throughout the project lifecycle.
6. Project document updates

5. Benchmarking:
Benchmarking involves comparing processes, products, or
services against best practices or industry standards to
identify areas for improvement and achieve superior
performance.
 Discussion
61

6. Process Checklists:
Process checklists are detailed lists of steps or tasks to
be followed during a particular process. They ensure
consistency, completeness, and adherence to quality
standards. Process checklists help in standardizing
procedures, reducing errors, and improving efficiency.
[Link] (Project) Audit:
A quality audit is a systematic examination of a
project's quality management processes to ensure
compliance with predefined standards and
requirements. It helps identify strengths, weaknesses,
and areas for improvement in quality management
practices.
 Discussion
62

8. The PDCA (Plan, Do, Check, Act) Cycle:

• The PDCA cycle, also known as the Deming cycle
or Shewhart cycle, is a four-step management
method used for continuous improvement:
• Plan: Identify objectives and plan processes to
achieve them.
• Do: Implement the plan and execute the processes.
• Check: Measure and monitor results against
objectives and quality standards.
• Act: Analyze data, identify areas for improvement,
and take corrective actions. Then, standardize the
changes if successful, or return to the planning phase
if necessary.
 References
63

 Project Quality Management Why,

What and How, Second Edition
(Kenneth H Rose) _2nd Edition 2014
 A Guide to the Project Management

Body of Knowledge—Six Edition,

Project Management Institute,
Newtown Square, PA, 2013.
64

Thank You!