My Basic Knowledge: QUALITY Knowledge Area by Process Group (PMP) Lesson 5

	Inputs	Tools & Techniques	Outputs
21	Plan Quality: The process of identifying quality requirements and/or standards for the project and product, and documenting how the project will demonstrate compliance. Decisions made about quality can have a significant impact on other decisions such as scope, time, cost, and risk. Most Project Management Practitioners view SCOPE and QUALITY as INSEPARABLE. # If Quality Policy doesn't exist, the Project Team should write one for this project. "Determine WHAT the quality standards for the project will be and document HOW the project will be measured for compliance". # Cost benefit: Looking at how much your quality activities will cost. # Benchmarking: means using the results of quality planning on other projects to set goals for your own. # Design of experiments: is the list of all the kinds of tests you are going to run on your product. # Attribute Sampling :is binary, it either conforms to quality or it doesn’t (YES or NO). # Variable Sampling: Measures how well something conforms to quality (RANGES). # Special Causes: considered unusual and preventable by process improvement. # Common Causes are generally acceptable. # Tolerances deal with the limits your project has set for product acceptance. # Control Limits are set at three standard deviations above and below the mean. As long as your results fall within the control limits, your process is considered to be in control. ## Toleranes focus on whether the product is acceptable, while Control Limits focus on whether the process itself is acceptable. # Control Charts: The upper and lower control limits are set at THREE STANDARD DEVIATIONS ABOVE and BELOW MEAN. # Rule of Seven: If seven or more consecutive data points fall on one side of the mean, they should be investigated. This is true even if the seven data points are within control limits.
PLANNING	1. Stakeholder Register	1. Cost-Benefit Analysis	1. Quality Management Plan
	2. Scope Baseline	2. Cost of Quality	2. Quality Metrics (Defines how Q will be measured)
	3. Cost Performance Baseline	3. Control Charts	3. Quality Checklists
	4. Schedule Baseline	4. Flowcharting	4. Process Improvement Plan
	5. Risk Register	4. Benchmarking	5. Project Document Updates
	6. Organizational Process Assets	5. Design of Experiments (DOE)
	7. Enterprise environmental factors	6. Statistical Sampling
		8. Proprietary Quality Management Methodologies
		9. Additional Quality Planning Tools
22	Perform Quality Assurance: The process of auditing the quality requirements and the results from quality control measurements to ensure appropriate quality standards and operational definitions are used. "Use the measurements to see if the quality standards will be MET; VALIDATE the standards". # Imp Point: Perform Quality Assurance is primarily concerned with overall PROCESS IMPROVEMENT. It is not about inspecting the product for quality or measuring defects. Instead, Performance Quality Assurance is focused on steadily improving the activities and processes undertaken to achieve quality. # Proactive steps taken by PM and the mgmt team to insure the quality standards are being help and monitored.
EXECUTING	1. Project Management Plan (Q M Pl & Process Imp Pl)	1. Quality Audits (Key Tool)	1. Change Requests (for Procedural Changes)
	2. Quality Metrics (Defines how Q will be measured)	2. Process Analysis	2. Project Management Plan Updates
	3. Quality Control Measurements	3. Plan Quality and Perform Quality Control Tools	3. Project Document Updates
	4. Work Performance Information	and Techniques	4. Organizational Process Assets Updates
23	Perform Quality Control: The process of monitoring and recording results of executing the quality activities to assess performance and recommend necessary changes. This process uses the tool of INSPECTION to make sure the results of the work are what they are supposed to be. Perform Quality Control is the process where each deliverable is INSPECTED, MEASURED, and TESTED. This process makes sure that everything produced meets quality standards. "Perform the MEASUREMENTS and COMPARE to specific quality standards; IDENTIFY ways of eliminating the problem in the future". # Cause and Effect Diagram (Ishikawa/Fishbone): Used to show how different factors relate together and might be tied to potential problems. It imporves quality by identifying quality problems and trying to UNCOVER THE UNDERLYING CAUSE. # Flow Chart: Shows HOW PROCESSES INTERRELATE. # Histogram (Column Chart): It shows HOW OFTEN something occurs, or its FREQUENCY (no Ranking). # Pareto Charts (80-20 rule): This is a Histogram showing defects RANKED from GREATEST to LEAST. This rule states that 80% of the problems come from 20% of the causes. It is used to help determine the FEW ROOT CAUSES behind the MAJORITY OF THE PROBLEMS on a project. # Run Chart: tell about TRENDS in the project. Shows the HISTORY and PATTERN. # Scatter Diagram: It is powerful tool for SPOTTING TRENDS in Data. Scatter Diagrams are made using two variables (a dependent variable and an independent variable). # Statistical Sampling: It is a powerful tool where a RANDOM sample is selected instead of measuring the entire population.
MONITORING & CONTROLLING	1. Project Management Plan (Q M Plan)	1. Cause and Effect Diagram (Ishikawa/Fishbone)	1. Quality Control Measurements
	2. Quality Metrics	2. Control Charts	2. Validated Changes
	3. Quality Checklists	3. Flowcharting	3. Validate Deliverables
	4. Deliverables	4. Histogram	4. Change Requests
	5. Approved Change Requests	5. Pareto Chart	5. Project Management Plan Updates
	6. Work Performance Measurements	6. Run Chart	6. Project Document Updates
	7. Organizational Process Assets	7. Scatter Diagram	7. Organizational Process Assets Updates
		8. Statistical Sampling
		9. Inspection
		10. Approved Change Requests Review

# Plan Quality, Perform Quality Assurane, and Perform Quality Control map closely to the Plan-Do-Check-Act cycle as described by W. Edwards Deming (He also developed 14 activities for implementing quality). # Philip Crosby, similar to Deming, he too developed 14 Steps to improving quality. # Joseph Juran: Fitness-for-use, Juran Trilogy (Quality of Design, Quality of Conformance, and Quality Characteristics), Juran Trilogy approach Plan-Improve-Control. # Dr. Genichi Taguchi developed the concept of 'Loss Function'.
# Investment in Quality is usually born by the Organization (not by the project). # Plan-Do-Check-Act has been defined by SHEWHARD and modified by DEMING in ASQ Handbook.
# Quality is "the degree to which a set of inherent characteristics fulfill requirements."
# Total Quality Management (TQM): Everyone in the company is responsible for quality and is able to make a difference in the ultimate quality of the product. TQM shifts the primary quality focus away from the product that is produced and looks instead at the underlying process of how it was produced.
# Continuous Improvement Process (CIP)/KAIZEN: A philosophy that stresses constant process improvement, in the form of small changes in products or services.
# Just-In-Time (JIT): A manufacturing method that brings inventory down to Zero (or near Zero) levels. It forces a focus on quality, since there is no excess inventory on hand to waste. # • 1σ = 68.25% • 2σ = 95.46% • 3σ = 99.73% • 6σ = 99.99966% # ISO 9000: Ensures Companies document what they do and do what they document. It may be an important component of Performance Quality Assurance, since it ensures that an organization follows their processes. # Mutually Exclusive: one choice excludes the other. # CMMI: Defines the essential elements of effective processes.
# Statistical Independence: When the outcomes of two processes are not linked together or dependent upon each other, they are statistically independent.
# Six Sigma: Six sigma quality strives to make the overwhelming majority of the bell curve fall within customer quality limits. Six sigma is a quality management philosophy that sets very high standards for quality, and that one sigman quality is the lowest quality level, allowing 317,500 defects per 1,000,000 outputs, three sigma quality is higher, allowing 2,700 defects per 1,000,000, and six sigma is the highest of these, allowing only 3.4 defects per 1,000,000. Pharmaceutical Industry, the Airline Industry, and Power Utilities typically strive for higher levels of quality than six sigma would specify in some areas of their operations.