ADVANCED PROJECT

MANAGEMENT
NQF 6
2020

PRESENTERS:
Prof Stéphan van der Merwe
Prof Christo Bisschoff
 MODULE 9

PROJECT QUALITY PLANNING

Chapter 11
PRESENTATION OVERVIEW

Day 1:
 Module 1: Introduction to Project Management

 Module 2: Organisational Capability

 Module 3: Stakeholder Analysis and Communication

PRESENTATION OVERVIEW

Day 2:
 Module 4: Project Life Cycle and Scope
Management

 Module 5: Project Scheduling (Time Management)

 Module 6: Human Resource Management

PRESENTATION OVERVIEW

Day 3:
 Module 7: Cost and Procurement Management

 Module 8: Risk Management

 Application of theory
(Group project assignment)
PRESENTATION OVERVIEW

Day 4:
 Module 9: Quality Management

 Module 10: Project Progress, Results and Closure

 Application of theory
(Group project assignment and presentations)
AT THE END OF THIS MODULE…

• Describe the major contributions to contemporary

project quality made by each of the quality gurus,
TQM, ISO, and Six Sigma.

• Define each quality core concept and relate why

each is vital in planning and managing projects.

• Describe each of the project quality tools and

relate why each is vital in planning and managing
projects.

• Develop a quality management plan for a small

project.
PROJECT QUALITY MANAGEMENT

• Includes all the necessary work to ensure the

project deliverables satisfy their intended
purpose.

• The first step in project quality management is

quality planning.

• Quality planning may be performed

simultaneously with other aspects of project
Quality planning
planning––“the
planning.
Quality “theprocess
processof
ofidentifying
identifyingwhich
whichquality
quality
standards
standardsare
arerelevant
relevantto
tothe
theproject
projectand
andhow
howto
tosatisfy
satisfythem.”
them.”
PMBOK®
PMBOK®Guide
Guide
DEVELOPMENT OF CONTEMPORARY
QUALITY CONCEPTS

• Quality Gurus

• Total Quality Management/Malcolm Baldrige

• ISO 9000:2000

• Six Sigma
 QUALITY GURUS - DEMING

• The most influential thought leader in quality was W.

Edwards Deming.
• Four-part Profound Knowledge System.
• Understanding variation is essential to improving
quality.
• It is important to understand how companies
operate as systems.
• Managers need insight in order to accurately predict
the future.
• Leaders need to understand individual motivations.
QUALITY GURUS – DEMING
PROFOUND KNOWLEDGE SYSTEM

System
System All
Allparts
partsof
ofaasystem
systemneed
needto
towork
worktogether
togethertoward
toward
common
commongoals.
goals.
Variation
Variation Managers
Managersneed
needto tounderstand
understandcommon
commonand andspecial
special
causes
causesof
ofvariation
variationand
andthen
thenwork
workto
toreduce
reduceboth.
both.
Knowledge
Knowledge Managers
Managersneed
needto tolearn
learnfrom
fromthe
thepast
pastand
andunderstand
understand
cause
causeand
andeffect
effectrelationships
relationshipsto
topredict
predictfuture
future
behavior
behavior

Psychology
Psychology Leaders
Leadersneed
needto
tounderstand
understandwhat
whatmotivates
motivateseach
each
individual
individualand
andhow
howdifferent
differentpeople
peopleand
andgroups
groups
interact.
interact.
QUALITY GURUS - JOSEPH
JURAN

• Offered specific guidance regarding how to plan,

control, and improve quality.

• Introduced the Quality Trilogy.

QUALITY GURUS - JOSEPH JURAN
QUALITY TRILOGY

Quality
QualityPlanning
Planning Identify
Identifyall
allcustomers
customersand
andtheir
theirneeds,
needs,develop
develop
requirements
requirementsbased
basedupon
uponthose
thoseneeds,
needs,and
and
develop
developthe
themethods
methodsto
tosatisfy
satisfythose
those
requirements
requirements
Quality
QualityControl
Control Determine
Determinewhat
whattotocontrol,
control,establish
establish
measurement
measurementsystems,
systems,establish
establishstandards,
standards,
compare
compareperformance
performancetotostandards,
standards,actacton
on
differences.
differences.
Quality
QualityImprovement
Improvement Select
Selectand
andsupport
supportimprovement
improvementprojects,
projects,
prove
provecauses,
causes,select
selectand
andimplement
implementsolutions,
solutions,
and
andmaintain
maintaincontrol
controlof
ofimproved
improvedprocesses.
processes.
QUALITY GURUS - OTHER PROJECT
QUALITY PIONEERS

Thought
Leader Additional Key Project Quality Contributions
High quality organizations encourage individuals to
Clifton develop their strengths.
Crosby Quality is meeting requirements, not exceeding them
The burden of quality falls on those who do the work
Quality costs least when work is done correctly the first
time.
Quality improves more by preventing defects rather than
fixing them.
Business processes can be improved using a systematic
Harrington method.
QUALITY GURUS - OTHER PROJECT
QUALITY PIONEERS

Thought
Leader Additional Key Project Quality Contributions
Quality outputs start with understanding customers and
Ishikawa their desires.
Work to identify and remove root causes, not just
symptoms.
All workers at all levels must engage to improve quality.
Most quality problems can be solved by using simple
tools.
Senge Team learning is necessary to improve quality.
Shiba Societal networking accelerates quality improvement.
When continual improvement is not enough,
breakthrough is needed.
QUALITY GURUS - OTHER PROJECT
QUALITY PIONEERS

Thought
Leader Additional Key Project Quality Contributions
Taguchi Reducing variation saves money.
Project deliverables will be better with a focus on
improving methods.
Services pose different challenges than manufacturing
Zeithaml when improving quality.
TOTAL QUALITY MANAGEMENT /
MALCOLM BALDRIGE

• In 1980s it was evident that inspection was not an

adequate means of discovering quality problems.

• A common means of describing total quality management

may be found in the core values of the Malcolm Baldrige
National Quality Award.
MALCOLM BALDRIGE NATIONAL
QUALITY AWARD CORE VALUES

Core Value Brief Description

Senior leaders set direction and values; create
Visionary strategies, systems, and methods; inspire; and role
leadership model ethical behavior
Customer- Understand customers current desires; anticipate their
driven future desires; build trusting relationships; and recover
excellence from mistakes

Organizational Learning practiced routinely at personal, group, and

and personal organizational levels; learning root causes of problems;
learning and building and sharing knowledge within organization
MALCOLM BALDRIGE NATIONAL
QUALITY AWARD CORE VALUES

Core Value Brief Description

Leaders develop internal partnerships through
Valuing recognition, development and an environment that
employees encourages risk taking. Leaders also develop external
and partners partnerships with customers and suppliers.
Ability to change rapidly with cross-trained and
empowered workers and integration of project activities
Agility between stages and functions.
Long term commitment to key stakeholders; forecast
Focus on the customer desires, new opportunities, workforce needs,
future and technology.
Adding value through improvements in products, services
Managing for and methods; all parts of organization display learning
innovation culture.
MALCOLM BALDRIGE NATIONAL
QUALITY AWARD CORE VALUES

Core Value Brief Description

Use performance measures to improve customer,
Management by operational, financial and ethical performance; use
fact information to make decisions.
Responsible for health, safety, and environment of all
Social project processes and deliverables throughout life cycle.
responsibility Design decisions and disposal after useful life.
Focus on results Create and balance value for key stakeholders -
and creating customers, workers, stockholders, partners, and public.
value Balance short term and long term priorities.
Start with key, customer-driven business requirements;
Systems then assure consistency of plans, processes, measures,
perspective and actions.
ISO 9000:2000

• A quality framework developed in Europe.

• Developed by the International Organization for
Standardization.
• ISO 9000 is the quality management standard.
• 2000 represents the latest revision of the
standard.
• Originally focused on documenting work
processes.
• There are currently 8 quality management
principles.
ISO PRINCIPLES

Principle Brief Description

Understand current and future customer needs; meet
requirements; strive to exceed expectations; and link
Customer focus organization's objectives to customer needs
Leaders establish unity of purpose and direction for the
organization. They create the appropriate internal
Leadership environment.
Motivated, committed, and involved people at all levels
Involvement of accept ownership of problems, evaluate their own
People performance, and freely share information
Activities and related resources are managed as
Process processes resulting in predictable results and
approach improvement opportunities.
ISO PRINCIPLES

Principle Brief Description

Systems Integrate and align processes; focus effort on key
approach to processes; and understand interdependencies,
management capabilities, and constraints before starting projects
Continual Use a consistent organization-wide approach to
improvement continual improvement to include training in methods,
goals to guide, and measures to track.
Factual Ensure data and information are accurate, reliable, and
approach to accessible; make decisions and take action based upon
decision making analyzing facts; and challenge opinions and decisions.
Mutually
beneficial Identify and select key partners; jointly develop and
supplier improve with partners; and openly share communication
relationships with them.
SIX SIGMA

• Sigma stands for standard deviation – a

statistical term for the amount of variation in
data.
• Six sigma quality mean that quality problems are
measured in parts per million opportunities.
• The rigor of the statistics in Six Sigma is not
always applicable.
• Six Sigma ideas provide a meaningful framework
for project quality.
• Six Sigma uses a disciplined process DMAIC to
plan and manage improvement projects.
THE DMAIC METHODOLOGY

• Define, measure, analyze, improve, and control to

plan and manage improvement projects.

• A 15-step process broken up into 5 project

phases.

• DMAIC is a continuous circular flow used as a

method of implementing continuous
improvement.
THE DMAIC METHODOLOGY
SIX SIGMA THEMES
Theme Brief Description
Relentless focus on customers and their needs is a
Customer Focus strong driver of good quality
Fact-driven Develop appropriate metrics in a top-down fashion
management and rigorously analyze them statistically.
Process
management and Understand, control, and improve key business and
improvement operational processes to reduce cost and time
Determine objectively what needs to be improved
Goal setting and then set stretch goals for that improvement
Develop executive sponsors and process experts
Project (black belts), collaborate with suppliers and
management roles customers, deploy project teams
Carefully apply the define, measure, analyze,
DMAIC process improve and control (DMAIC) process
CORE PROJECT QUALITY
CONCEPTS
• Stakeholder Satisfaction
• Process Management
• Fact-Based Management
• Empowered Performance
STAKEHOLDER SATISFACTION

• Identify all stakeholders:

– External stakeholders – customers, suppliers,
the public
– Internal stakeholders – shareholders and
workers at all levels
• Determine relevant quality standards.
• Understand ultimate quality goals with respect to
stakeholders.
DEVELOPING QUALITY STANDARDS BASED
UPON STAKEHOLDER REQUIREMENTS

1. Identify all stakeholders.

2. Prioritize among the stakeholders.
3. Understand the prioritized stakeholders’
requirements.
4. Develop standards to ensure the requirements
are met.
5. Make tradeoff decisions.
STAKEHOLDER SATISFACTION
SAYINGS

• “Measure twice, cut once.”

• “Meet requirements, but exceed

expectations.”

• “A smart project manager develops capable

customers.”
PROCESS CONTROL

• The purpose of process control is to be able to

have confidence that outputs will be predictable.

control
control––“comparing
“comparingactual
actualperformance
performancewith
withplanned
planned
performance,
performance,analyzing
analyzingvariances,
variances,assessing
assessingtrends
trendstotoeffect
effect
process
processimprovements,
improvements,evaluating
evaluatingpossible
possiblealternatives,
alternatives,and
and
recommending
recommendingappropriate
appropriatecorrective
correctiveaction
actionas
asneeded.”
needed.”
PMBOK®
PMBOK®Guide
Guide
PLAN-DO-CHECK-ACT MODEL
FACT-BASED MANAGEMENT

• Opinions get in the way.

• It is hard to know what data need to be collected.
• Projects often operate with so much time
pressure that decisions need to be made quickly.
FOUR ASPECTS OF FACT-BASED
MANAGEMENT

• Understanding variation.
• Deciding what to measure.
• Working correctly with data.
• Using the resulting information appropriately.
 UNDERSTANDING VARIATION

• Common cause vs special cause

• Within the range of what can be expected for that
particular work activity or deliverable
OR
• Something unusual is happening
Common
Commoncause
cause––“a
“asource
sourceofofvariation
variationthat
thatisisinherent
inherentininaasystem
systemand
and
predictable.
[Link]
Onaacontrol
controlchart,
chart,ititappears
appearsasasthe
thepart
partof
ofthe
therandom
randomprocess
process
variation
variation…
…and
andwould
wouldbebeconsidered
considerednormal
normalorornotnotunusual.”
unusual.”PMBOK®
PMBOK®Guide
Guide
Special
Specialcause
cause––“a “asource
sourceof ofvariation
variationthat
thatisisnot
notinherent
inherentininthe
thesystem,
system,isis
not
notpredictable,
predictable,and
andisisintermittent.
[Link]
canbe
beassigned
assignedtotoaadefect.…
defect.…On Onaa
control
controlchart,
chart,points
pointsoutside
outsidethe thecontrol
controllimits,
limits,orornon-random
non-randompatterns
patternswithin
within
the
thecontrol
controllimits
limitsindicate
indicateit.”
it.”PMBOK®
PMBOK®Guide Guide
DETERMINING WHAT TO
MEASURE

• Avoid the extreme of being in a hurry and not

measuring anything.
• Avoid the extreme of measuring many things just
to be sure.
• A milestone schedule with acceptance criteria can
provide useful measures.
• Lessons learned from previous projects may offer
useful measures.
• The project manager and sponsor should agree
on what measures will be taken, when, and under
what circumstances.
WORKING CORRECTLY WITH
DATA
• Data are simple representations of facts that are
collected using a measurement process/
• The person closest to the situation should collect
the data/
• Ensure data are complete, accurate, timely/
• Turn raw data into information suitable for
decision makers/
USING THE RESULTING
INFORMATION APPROPRIATELY

• Encourage truth and transparency in

communications.

• Use information to challenge opinions and

decisions.
EMPOWERED PERFORMANCE

• Goal to have capable and willing workers at every

level and every function within a company.
• Corporate leaders develop the organizational
culture.
• Project sponsors and managers develop the
project culture.
EMPOWERED PERFORMANCE

• Recognize individuality
– Promote inclusiveness and recognize diversity
• Capitalize on individual strengths
• Emphasize individual responsibilities
• Use appropriate collaboration
– Cross-functional teams are most effective when
individual, team, and organizational learning
flourishes
– Develop lessons learned at the completion of
project milestones and at project closure
PROJECT QUALITY CORE CONCEPTS

Concept Specific Guidance

Stakeholder
Satisfaction Identify all internal and external stakeholders.
Prioritize among the stakeholders.
Understand the prioritized stakeholders’ requirements.
Develop standards to ensure the requirements are met.
Make tradeoff decisions.
Realize that stakeholders will judge quality both of your
project work processes and deliverables.
Measure twice, cut once. (Plan and check the plan.)
Meet requirements, but exceed expectations.
Develop capable customers.
PROJECT QUALITY CORE CONCEPTS

Concept Specific Guidance

Process Learn about your process with the Supplier-Input-
Management Process-Output-Customer model.
Designing a quality process is far better than merely
trying to find mistakes.
Ensure project processes are capable and flexible.
Control project processes to make them predictable.
Improve project processes using a model based upon
the Plan-Do-Check-Act concept.
PROJECT QUALITY CORE CONCEPTS

Concept Specific Guidance

Fact-based Understand the difference between common and special
Management causes of variation.
Select a few key, well-defined items to measure.
Carefully collect the data and use analysis techniques
appropriate to the project to turn it into useful information.
Encourage truthful, transparent, and challenging
communication when making project decisions.
PROJECT QUALITY CORE CONCEPTS

Concept Specific Guidance

Empowered Develop capable and willing workers at every level and
Performance every function within a company.
Develop a risk taking project culture.
Understand each person is an individual.
To the extent possible, let everyone do what they enjoy
doing and what their strengths support.
Ensure everyone understands and accepts their
responsibilities.
Share lessons learned and other information as widely
as possible.
 PROJECT QUALITY
MANAGEMENT PLAN
• Start by understanding what a quality policy is.
• How the quality policy governs the actions of the
project manager/team.
• Quality management plan spells out the actions
necessary to implement the policy along with
responsibilities and timelines.
• Includes which quality standards the project will
use.

Quality
Qualitymanagement
managementplan
plan––“describes
“describeshow
howthe
theproject
project
management
managementteam
teamwill
willperform
performthe
theperforming
performingorganization’s
organization’squality
quality
policy.”
policy.”PMBOK®
PMBOK®Guide
Guide
PROJECT QUALITY
MANAGEMENT PLAN

• How the project team will implement quality

standards.
• Description of quality baseline for judging the
project.
• Methods for quality assurance and control.
• The quality management plan is a portion of the
overall project management plan.
PROJECT QUALITY MANAGEMENT PLAN
TOPICS TO BE ADDRESSED
• The mission and quality policy of the
organization.
• Roles and responsibilities of management and
staff with respect to audit and/or quality
activities.
• Quality system description.
• Personnel qualifications and training and
implementation of work processes.
• Corrective actions procedures.
• Standard operating procedures.
• Quality improvement description.
• Procurement of items and services.
• Documentation and records.
• Computer hardware and software.
QUALITY POLICY

• Top management of an organization normally

writes a concise statement to guide their
company’s quality efforts.
• Virtually every policy includes a reference to
customers.
• For most companies, quality is measured by how
well requirements are met, not exceeded.
• Services and information are frequently needed
along with products to satisfy a customer’s needs.
• Firms explicitly include improving processes,
products, services, or communications.
 QUALITY ASSURANCE

• Quality assurance is one way to simultaneously

improve quality and manage stakeholder
relationships.
• Two primary methods of quality assurance include
the quality audit and process improvement:
– A quality audit is used to determine what
methods are being used and whether the are
effective
– Process improvement is used to improve
Quality both quality
assurance and
(QA) productivity
– “the application of planned, systematic
Quality assurance (QA) – “the application of planned, systematic
quality
qualityactivities
activitiesto
toensure
ensurethat
thatthe
theproject
projectwill
willemploy
employall
allprocesses
processes
needed
neededto tomeet
meetrequirements.”
requirements.”PMBOK®
PMBOK®Guide
Guide
 QUALITY CONTROL

• Tests whether specific project deliverables meet

their quality standards.

• Includes inspection of inputs, activities,

deliverables, and a reporting system.

Quality
Qualitycontrol
control(QC)
(QC)––“monitoring
“monitoringspecific
specificresults
resultsto
todetermine
determine
whether
whetherthey
theycomply
complywith
withrelevant
relevantquality
qualitystandards
standardsandandidentifying
identifying
ways
waystotoeliminate
eliminatecauses
causesofofunsatisfactory
unsatisfactoryresults.”
results.” PMBOK®
PMBOK®GuideGuide
 QUALITY CONTROL
RECOMMENDATION OUTPUTS

Preventive
Preventiveactions–
actions–“documented
“documenteddirection
directionto
toperform
performan
anactivity
activity
that
thatcan
canreduce
reducethetheprobability
probabilityof
ofnegative
negativeconsequences
consequencesassociated
associated
with
withproject
projectrisks.”
risks.”PMBOK®
PMBOK®GuideGuide
Corrective
Correctiveactions
actions--“documented
“documenteddirection
directionfor
forexecuting
executingthe
the
project
projectwork
workto
tobring
bringexpected
expectedfuture
futureperformance
performanceof ofthe
the
project
projectwork
workin
inline
linewith
withthe
theproject
projectmanagement
managementplan.”
plan.”
PMBOK®
PMBOK®Guide
Guide
Defect
Defectrepair
repair––“formally
“formallydocumented
documentedidentification
identificationof
ofaadefect
defectininaa
project
projectcomponent
componentwith
withaarecommendation
recommendationto
toeither
eitherrepair
repairthe
thedefect
defect
or
orreplace
replacethe
thecomponent.”
component.”PMBOK®
PMBOK®Guide
Guide
Validated
Validateddeliverables–
deliverables–“components
“componentsororproducts
productsthat
thathave
havebeen
been
evaluated
evaluated……to
toensure
ensurethey
theycomply
complywith
withspecific
specificrequirements.”
requirements.”
PMBOK®
PMBOK®Guide
Guide
PROJECT QUALITY TOOLS
PROJECT QUALITY TOOLS
Project Quality Tools
PROJECT QUALITY TOOLS
PROJECT QUALITY TOOLS
SUMMARY

• The contemporary approach to project quality

draws on contributions of Deming, Juran, and
others.
• The Malcolm Baldrige award, ISO certification,
and Six Sigma provide quality frameworks for
consideration.
• The first concept in contemporary project
quality is stakeholder satisfaction:
– Understand project stakeholders
– Prioritize stakeholder needs
– Manage toward stakeholder needs
– Keep the relationships strong
– Strive to ensure that the customer is capable
of using the project deliverables.
SUMMARY

• The second concept is process

management:
– Understand both continual and breakthrough
forms of improvement
– Seek the root cause of problems
– Use an appropriate model such as DMAIC to
guide improvement efforts.
• The third concept is fact-based
management:
– Understand variation
– Make good decisions regarding what to
measure
– Capture and analyze data correctly
– Use the information in an open and honest
decision-making manner.
SUMMARY

• The final concept is empowered

performance:
– Project managers want to have capable and
willing workers
– Treat each person as an individual
– Ensure people accept responsibility
– Strive to get more done through collaboration
• In quality management planning either adopt the
quality policy of their parent organization or
supplement it.
• The quality plan should include the quality
baseline defining performance expectations.
SUMMARY

• Once the quality plan is complete hold a kickoff

meeting with all project stakeholders.

• The kickoff meeting signifies the official end of

planning and beginning of the project execution
stage.
INDIVIDUAL ACTIVITY

Define quality and quality management

and apply your definitions to project
management.
INDIVIDUAL ACTIVITY

How can project managers assure good

quality in a project? Explain.
INDIVIDUAL ACTIVITY

Define a performance indicator.

GROUP PROJECT

Refer to your project and provide a list of

the performance indicators that are
applicable to your project.
INDIVIDUAL ACTIVITY 11:
PORTFOLIO OF EVIDENCE 2

Refer to the Work Breakdown Structure

(table) and clearly show what indicator is
required for each activity.

Use your answers to the previous

questions and complete the applicable
column on the WBS. Use cross-references
or footnotes if applicable.
Thank you