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Project Management A
Systems Approach to
Planning, Scheduling
and Controlling
Kerzner. H 2006

QUALITY MANAGEMENT

This weeks
content on quality
management is
based on Chapter
20 from Kerzner.
The chapter is
available in CRO.

Quality
Quality Management
Management
The following slides summarise the material
from chapter 20 (Quality Management) in the
following reference:
Kerzner. H 2006, Project Management A Systems
Approach to Planning, Scheduling and Controlling

The full chapter is available on CRO in the

library. A link to the CRO is available in the
material on the course website for this week

13

What
What is
is Project
Project Quality
Quality Management?
Management?
A core topic of project management that
includes:
Planning quality
Performing quality assurance
Performing quality control

14

What
What is
is Quality?
Quality?
According to Nicholas (2008) project success is
measured in terms of how well a project meets
predetermined budgetary, schedule, and
performance requirements. Performance
requirements are the projects quality criteria.
These criteria relate to the needs and
expectations of the customer and other
stakeholders regarding the functionality and
performance of the project deliverables.

15

What
What is
is Quality?
Quality? (ctd.)
(ctd.)
Mature organisations admit that they cannot
accurately define quality
Quality is defined by the customer
The International Organisation for Standardisation
(ISO) definition the degree to which a set of
inherent characteristics fulfils requirements
(IS09000:2000)
Terms such as fitness for use, customer satisfaction
and zero defects are goals rather than definitions.
(Kerzner H, 2006)
16

Quality
Quality as
as aa Process
Process
Most organisations view quality as a process of
continuous improvement where lessons learned
are used to enhance future products and
services in order to:
Retain customers
Win back customers
Win new customers

(Kerzner H, 2006)
17

Quality
Quality Improvement
Improvement Process
Process
(see
(see figure
figure 20-2
20-2 in
in Kerzner)
Kerzner)
Involves:
Planning for quality (identify outputs, customers,
requirements and translation of requirements in to
supplier specifications)
Organising for quality (steps in the work process,
select measurements, determine process capability)
Monitoring for quality (evaluate what is being
produced and check if the requirements are being
met)
Where necessary carry out problem solving
18

Planning
Planning Quality
Quality
Planning quality includes identifying which quality
standards are relevant to the project and how to
satisfy those standards.
The main outputs of quality planning are:
A quality management plan,
Quality metrics (A metric is a standard of measurement.
For example, failure rates of products produced,
customer satisfaction ratings)
Quality checklists
A process improvement plan
Project documentation updates.

(Schwalbe K, 2009)
19

Importance
Importance of
of Quality
Quality
Quality is important on all projects.
Many people joke about the poor quality of IT products.
The following is a well-known joke travelling the
Internet.
Bill Gates stated If General Motors had kept up with
technology like the computer industry has, we would all
be driving $25 cars that got 1,000 miles to the gallon
In response GM issued the following press release
stating If GM had developed technology like Microsoft,
we would all be driving cars with the following
characteristics: (next slide)

110

Importance
Importance of
of Quality
Quality (GM
(GM response)
response)
1. For no reason cars would crash twice a day
2. When lines on road repainted youd have to buy a new
car
3. Sometimes your car would die on the freeway and you
would just accept this, restart and drive on.
4. Sometimes turning left would cause your car to shut
down and refuse to restart youd need to reinstall the
engine
5. Macintosh would make a car powered by the sun,
reliable, 5 times faster, easier to drive, but would only
run on 5% of the roads
111

Importance
Importance of
of Quality
Quality (GM
(GM response)
response)
6. oil, water, temp & alternator warning lights would be
replaced by a single general car default warning light
7. New seats would force everyone to have the same size
hips
8. Airbag system would say are you sure? before going off.
9. With every new model of car, buyers would have to learn
how to drive all over again because none of the controls
would operate in the same manner as the old car
10. You would press the Start button to shut off the engine.
(Schwalbe, K 2009, Information technology project
management, 6th edn,Thomson Course Technology,
Boston.)
112

Importance
Importance of
of Quality
Quality (continued)
(continued)
Jokes aside quality is critical in all projects and
many IT projects are safety critical and/or have
major financial consequences.

113

The
The Quality
Quality Movement
Movement (( brief
brief history)
history)
(history
(history slides
slides for
for interest
interest not
not for
for exam)
exam)

Over time quality has become a visible criterion that

companies have aimed to achieve.
Awards have been established to reward those who have
achieved it.
Quality projects have been used to meet customer
expectations and not just company needs.
A wider scope of what quality is and isnt has been
developed to provide benchmarking criteria for
businesses.
An understanding of the cost of poor quality motivated
companies to aim for quality.
The economic success attributable to the emphasis on
quality motivated companies to take quality management
seriously.
114

The
The Quality
Quality Movement
Movement (( brief
brief history
history ctnd.
ctnd.
Not
Not for
for exam
exam))
Prior WW1 viewed as
Inspection sorting the good from the bad
Emphasis on problem identification
After WW1 - quality control principles started to emerge:
Statistical and mathematical techniques
Sampling tables
Process control charts
1950s- late 1960s quality control evolved into quality
assurance
QA - emphasis on problem avoidance rather than detection
(Kerzner H, 2006)
115

The
The Quality
Quality Movement
Movement (( brief
brief history
history ctnd.)
ctnd.)
not
not for
for exam
exam
Now - emphasis is on strategic quality
management including topics such as:
Quality defined by customer
Quality linked with profit (market & cost side)
Quality is a competitive weapon
Quality is an integral part of the strategic planning
process
Quality required an organisation wide commitment

(Kerzner H, 2006)

116

The
The Quality
Quality Movement
Movement (( brief
brief history
history ctnd.)
ctnd.)
not
not for
for exam
exam

Many experts contributed to the success of the quality

movement,
W, Edwards Deming believed management was
preoccupied with today rather than the future. 85% of
problems required management to change the process.
(Demings14 points for management)
Joseph M. Juran Juran trilogy (quality improvement,
planning, control). 5 attributes of fitness for use. Stressed
the cost of quality and legal implications (Jurans 10 steps to
quality improvement)
Phillip B. Crosby striving for zero defects; Crosbys14 steps
to quality, 4 absolutes of quality (conformance to
requirements, prevention, zero defects, cost of non
conformance
(Kerzner H, 2006) 117

The
The Quality
Quality Movement
Movement (( brief
brief history
history ctnd.)
ctnd.)
not
not for
for exam
exam
Dr. Taguchi Robust design methods- quality should be
designed into the product and not inspected into it; and
quality is best achieved by minimising deviation from
target value.
(Kerzner H, 2006)

118

The
The Quality
Quality Movement
Movement (( brief
brief history
history ctnd.)
ctnd.)
not
not for
for exam
exam
The work carried out by these experts have
made quality a visible criterion that companies
now strive to achieve.
Quality projects are used to meet customer
expectations and not just company needs.
Awards have been established to encourage
and reward those who seek to achieve quality
(e.g. Malcolm Baldrige National Quality Award)
Pointing out the cost of poor quality will help to
motivate companies and increase their desire to
improve quality.
119

The
The Quality
Quality Movement
Movement (( brief
brief history
history ctnd.)
ctnd.)
not
not for
for exam
exam
Observing the economic successes and
successes in the marketplace that were
attributable to emphasis on quality made other
companies take notice.

(Schwalbe K., 2009)

120

The
The Malcolm
Malcolm Baldrige
Baldrige National
National Quality
Quality
Award
Award ((not
not for
for exam)
exam)
Originated in 1987 to recognise companies
that have achieves a level of world class
competition through quality management.
Criteria include
Leadership, strategic planning, customer and market
focus, information and analysis, human resource
development, process management, business results.

(Kerzner H, 2006)
121

International
International Organization
Organization for
for
Standardization
Standardization (ISO)
(ISO)
Consortium of ~100 of worlds industrial nations.
Based in Geneva, Switzerland
ISO 9000 is a quality system standard that:
Is a 3-part continuous cycle of planning, controlling
and documenting quality in an organisation.
Provides minimum requirements for an organisation to
meet its quality certification standards

see www.iso.org for more information

(Kerzner H, 2006)
122

Quality
Quality Management
Management Concepts
Concepts
The project manager has the ultimate responsibility
for quality management and it has equal priority
with cost and schedule management.
Direct measurement of quality may be the
responsibility of the quality assurance department
(or assistant PM for quality)
The following should exist to support every project:
Quality policy, quality objectives, quality assurance ,
quality control, quality audit, quality program plan.
(discussed in following slides)
(Kerzner H, 2006)
123

Quality
Quality Management
Management Concepts
Concepts ctnd.
ctnd.
Quality policy
states the quality objectives, level of quality acceptable
to the organisation, responsibility for execution of the
policy (policy must be supported by top management)

Quality objectives
must be obtainable & understandable, define specific
goals and state specific deadlines

(Kerzner H, 2006)
124

Quality
Quality Management
Management Concepts
Concepts ctnd.
ctnd.
Quality assurance
collective term for all the formal activities &
managerial processes that attempt to ensure that
products and services meet the required quality level
all relevant legal and regulatory requirements must
also be met
a good quality assurance system will
Identify objectives and standards
Be multifunctional and prevention oriented
Plan for collection & use of data in a cycle of
continuous improvement
Include quality audits

(Kerzner H, 2006)
125

Quality
Quality Management
Management Concepts
Concepts ctnd.
ctnd.
Quality control
collective term for the activities & techniques within
the process that are intended to create specific quality
characteristics. (e.g. continually monitoring processes,
identifying & eliminating causes of problems, use of
statistical process control to reduce variability and
increase efficiency.)
It will select what to control, set standards, establish
measurement methods, compare actual results to
quality standards, act to bring non conforming
processes and materials back to the standard, monitor
and calibrate measuring devices, include detailed
documentation for all processes.
(Kerzner H, 2006)

Quality
Quality Management
Management Concepts
Concepts ctnd.
ctnd.
Quality audit
an independent evaluation performed by qualified
personnel that ensures that the project is conforming
to the quality requirements and is following the
established procedures and policies.
(Kerzner H, 2006)

127

Quality
Quality Management
Management Concepts
Concepts ctnd.
ctnd.
Quality plan
created by the PM and project team
Based on the WBS, identify specific quality actions for the
lower-level activities.
PM ensures these actions are documented and implemented road map to delivering a quality product/service.
a good plan will:
Identify external and internal customers
Cause the design of a process that produces features required
Bring in suppliers early in the process
Cause the organisation to be responsive to changing customer
needs
Prove that the process is working and that quality goals are
being met

(Kerzner H, 2006)

128

The
The Cost
Cost of
of Quality
Quality
Costs of quality can be classified as the cost of conformance
and the cost of non conformance.
Conformance means delivering products that meet
requirements. Examples of conformance costs are training,
verification, testing, calibration, audits
Cost of non conformance means taking responsibility for
failures or not meeting quality expectations. Examples of non
conformance costs are rework, warranty repairs, product
recalls, complaint handling.
Alternative classifications are also used (prevention costs,
appraisal costs, internal failure costs, external failure costs).
(Kerzner H, 2006)
129

Seven
Seven Quality
Quality Control
Control Tools
Tools for
for extra
extra
reading
reading these
these will
will not
not be
be examined
examined
Statistical methods have become prevalent throughout
business, industry and science. They take decision making out
of the subjective arena and provide the basis for more objective
decisions. The basic tools for statistical process control are:
Data Tables
Cause and Effect analysis
Histogram
Pareto Analysis
Scatter Diagrams
Trend Analysis
Control Charts

(see Kerzner for details)

130

Six
Six Sigma
Sigma not
not for
for exam
exam
A business initiative first espoused by Motorola in
early 1990s
Involves the use of statistical tools within a
structured methodology for gaining the
knowledge to create products and services
better, faster and less expensively than the
competition.
(See Kerzner and Schwalbe texts for more details.)
(Kerzner H, 2006)
131

Responsibility
Responsibility for
for Quality
Quality
Everyone in the organisation plays an important
role. (According to Deming, the key to
successful implementation of quality starts at
the top)
The project manager is ultimately responsible
for the quality of the project.
The project team members must be trained to
identify problems, recommend solutions and
implement the solutions.
(Kerzner H, 2006)
132

Quality
Quality Assurance
Assurance
Techniques for quality Assurance during
System development

configuration management
Design reviews
Audits
Classification of characteristics
Failure mode effect analysis (FMEA)
Modelling & prototyping

(see Nicholas & Steyn for details)

133

Other
Other related
related topics
topics additional
additional readings
readings
not
not for
for exam
exam
Quality circles (Kerzner for details)
Just-in-time Manufacturing (JIT) (Kerzner for
details)
Total Quality Management (TQM) (Kerzner for
details)
Quality Function Deployment Model (QFD) and
Software Quality Deployment Model (SQFD) (an
adaptation of QFD) (Nicholas &Steyn and Schwalbe
for details)
Capability Maturity Model Integration (CMMI)
(Schwalbe for details)

134

Additional
Additional Readings
Readings
The readings on the next slide are available in CRO for this
course in the library. They are extra readings for students
interested in exploring aspects of quality management further.
The additional readings also provide a good starting point for
students wishing to explore this topic further for assessment
item 1. They are available through links on the course website.

135

Additional
Additional Readings
Readings ctnd.
ctnd.
1.Nicholas, J.M. and Steyn, H 2008, Project Management for
Business, Engineering, and Technology Principles and
Practice, Third Edition, Elsevier. - Chapter 9, Project
Quality Management (not on-line. Copies of the book in
the library)
2.Satzinger, J.W 2007, System Analysis and Design in a
Changing World, Thomson. - Chapter 15, Quality
Assurance pp.587-595. (in CRO for COIS13064)
3.Sommerville, I 2007, Software Engineering, Eight edition,
Addison-Wesley. - Chapter 27, Quality
Management\pp.642-664. (Please scroll down to the
second chapter in this PDF file in CRO for COIS13064)

136

Additional
Additional Readings
Readings ctnd.
ctnd.
4. Blanchard et al. 2010, Systems Engineering and
Analysis, Fifth Edition, Pearson International.Chapter 6, System Test, Evaluation and Validation
(not on-line)
5. Schwalbe K, 2009, Information technology project
management, 6th edn,Thomson Course
Technology, Boston. Chapter 8, Project Quality
Management (copies of this book and earlier
editions are available in CQU library.)

137