The distinct elements of the project management plan that are useful in developing your own quality management plan are the scope, schedule, and cost baselines, because they contain information against which to measure quality. The project management plan is an output from the Develop Project Management Plan process.

Given that the purpose of quality management is to deliver processes and products that meet customer and stakeholder expectations, the stakeholder register —which describes stakeholders, their interest in the project, the impact they have on the project, and their expectations in relation to the project generally and quality specifically—can be considered a very important input into the Plan Quality Management process.

The stakeholder register is an output from the Identify Stakeholders process in the Stakeholder Management knowledge area.

The risk register documents and assesses specific risks that may have an impact on any quality management issues and decisions you are making. The risk register is an output from the Identify Risks process in the Risk Management knowledge area.

Given that the definition of quality is the degree to which a set of inherent characteristics fulfills requirements, it is important to use the requirements documentation as an input because it describes and documents the requirements. Requirements documentation is an output from the Collect Requirements process in the Scope Management knowledge area.

Particular enterprise environmental factors that may assist with the development of your quality management plan include any external local or central government regulations pertaining to quality specifications, and any other industry rules or guidelines.

Organizational process assets that may be important inputs into the development of your quality management plan include relevant organizational policies and guidelines relating to the organization’s approach and expectations of quality, and any historical information or lessons learned from previous projects relating to quality.

Cost-benefit analysis is used as a tool in the Plan Quality Management process because you need to look at the costs of meeting quality requirements, which generally increase as you seek to improve quality and avoid re-work and decreasing stakeholder satisfaction. The pursuit of quality is always a trade-off between the costs involved and the benefits obtained; therefore, using cost-benefit analysis is an important tool for producing a quality management plan.

Cost of quality considers the total cost of quality over the life of the product, which is well beyond the life of the project and examines the cost of low quality, subsequent warranty claims, any negative effect on brand or reputation, and loss of future work.

The cause-and-effect diagram , which is also called the Ishikawa or fishbone diagram , is used to describe a known defect and assess the variety of possible causes. It enables you to consider multiple causes for a single problem. Figure 6-1 shows a cause-and-effect diagram with one level of analysis done. You start by identifying a particular defect and then look at all the possible causes of that defect; if you want to, you can also seek further root causes of each identified cause. After you have identified the potential causes, you can then use more quantifiable analysis, such as counting the number of times that cause is responsible for the defect, and come up with a prioritized list of causes.

Flowcharts are a convenient way to show the flow of information, or the sequence of steps, in a particular process. Figure 6-2 shows an example of a flowchart.

Checksheets are a convenient way to document quality problems or issues and their frequency of occurrence. Checksheets are sometimes called tally sheets. Figure 6-3 shows an example of a checksheet.

Checksheets can provide a simple but useful way of capturing events and trends as they occur. Looking at the example in Figure 6-3, it could be determined that the majority of the team’s health and safety breaches occur after a weekend. If this is deemed to be true, the project manager could put measures in place to ensure that health and safety matters are on the forefront on the team’s mind after each weekend.

A Pareto diagram is a way of using a histogram to document the frequency of particular events in descending order and then add up the cumulative percentage of the quality defects in order to assess which subset of defects causes the greatest number of problems. The purpose of this Pareto analysis is to focus your attention and energy on those 20% of problems that are causing 80% of the issues. Figure 6-4 shows an example of a Pareto diagram.

Histograms , or bar charts, are a simple way of representing frequency, or occurrence, of particular events. Figure 6-5 shows an example of a histogram.

Control charts are an effective way of recording data and determining whether a manufacturing process is still in control or is about to go out of control. Information is gathered and plotted on the control chart around an expected average, or mean. Using standard deviations, you can then set the upper and lower control limits, three standard deviations either side of the mean. Beyond these control limits, the upper and lower specification limit is set. Any data point that appears outside of the specification limit will not be accepted by the customer. Any data point that appears outside of the control limit but within a specification limit indicates that the process is out of control and investigation should commence immediately as to the cause. Any information or data gathered in the control limits is acceptable.

The exception to this rule is when seven consecutive data points appear either side of the mean. This is called the rule of seven: it is statistically improbable that you will get seven consecutive points on either side of the mean. An easy way to understand the rule of seven is to consider a coin being tossed and the chances of it landing with either heads or tails facing up. You would expect a random distribution of heads and tails but would consider it statistically improbable that you would get seven consecutive heads or tails. If you do note seven consecutive data points above or below the mean, it signals that you should investigate the cause, because the process may be about to go out of control. Figure 6-6 shows an example of a control chart. Note the appearance of seven consecutive data points above the mean, indicating the rule of seven.

Scatter diagrams simply record the relationship between two variables in graphical form. Figure 6-7 shows an example of a scatter diagram.

Benchmarking is the process of comparing your quality practices to those of other projects or other organizations and seeing how you compare.

Design of experiments is a tool to assist with developing useful and reliable experiments to test quality. Key considerations in the design of experiments include the identification and control of variables and the understanding of how the testing process itself may affect observed outcomes. A well-designed experiment can independently control different variables to determine which ones are causing problems.

Statistical sampling is used when there are either too many quality checks to do or quality checks involve destructive testing. For example, you may want to do testing on lines of software code being written, but there are more than 100,000 lines of code. Instead of checking every line of code, you can select 100 lines of code and check them for accuracy. One constraint of statistical sampling is the assumption that the result from a small population is representative of the entire population.

Another quality planning tool that can be used is failure mode and effect analysis (FMEA) . FMEA is a widely used technique that examines the consequence of failure in any part of the system and uses those observations to ensure that failure does not actually occur or that, if it does, the impact is anticipated and mitigated. In this process, you could use this tool to determine the likely effect of failure of the product and prepare to ensure that it doesn’t happen.

Meetings are a useful way to bring together members of the project team and other stakeholders so that they can contribute to the development of the quality management plan.

The Plan Quality Management process has the quality management plan as its primary output. Similar to other management plans, the quality management plan provides a description of the overall approach to quality management, guidelines for all project processes and how they will be implemented, and a description of expected quality, testing, and inspection of project deliverables. The detail contained in the quality management plan reflects the size and complexity of the project, and the plan should be updated and reviewed regularly to ensure that it is still accurate. The quality management plan is then a key input into the Perform Quality Assurance and Control Quality processes.

The process improvement plan is a subsidiary of the project management plan that focuses specifically on analyzing quality processes and describing ways in which continuous improvement can be applied to these processes. The process improvement plan is used as an input into the Perform Quality Assurance process.

The development and documentation of specific quality metrics is necessary in order to be able to measure progress against what has been planned. The more specific the quality metric, the more detailed the measurement and reporting can be. The most common quality metrics developed include performance measurements relating to schedule, cost, defects, failure, and reliability. The quality metrics are used as an input into the Perform Quality Assurance and the Control Quality processes.

The quality checklist is a specific type of checklist you can use to determine whether defined steps of the quality process have been performed. A quality checklist should both document the steps to be taken and incorporate acceptance criteria from the project requirements and scope baseline. The quality checklists are used as an input into the Control Quality process.

The specific project documents that may be updated as a result of completing the Plan Quality Management process are the stakeholder register and the responsibility assignment matrix.

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The quality management plan is obviously a key input into the Perform Quality Assurance process because it guides how the process is carried out. The quality management plan is an output from the Plan Quality Management process.

The process improvement plan is used as an input into this process because it is focused on detailing the processes that will be put in place and how they will be checked and improved. The process improvement plan is an output from the Plan Quality Management process.

The quality metrics are specific variables that can be measured as part of checking whether you are implementing and adhering to particular quality processes. The quality metrics are an output from the Plan Quality Management process.

Quality control measurements are generated by the Control Quality process and are used in the Perform Quality Assurance process to analyze and evaluate the particular quality standards relating to the quality processes that are supposed to have been followed.

The specific types of project documents that are useful as inputs into the Perform Quality Assurance process are any documents relating to requirements or quality processes, or those that define stakeholder expectations.

The Perform Quality Assurance process uses all the tools and techniques featured throughout the Quality Management knowledge area. It uses the seven basic tools of quality already covered in the Plan Quality Management process, as well as statistical sampling, inspection, benchmarking, design of experiments, cost-benefit analysis, and cost of quality.

Affinity diagrams , or KJ Methods diagrams, can be used during a brainstorming session to create cause-and-effect diagrams because they group data in logical relationships. Figure 6-8 shows an example of an affinity diagram.

A process decision program chart (PDPC ) displays in graphical and hierarchical form the steps in a process in order to understand issues that may positively or negatively affect the sequence of activities to reach a goal. In this sense, it is a cross between a flowchart and a breakdown structure. Figure 6-9 shows an example of a PDPC.

Interrelationship digraphs are useful to graphically show multiple cause-and-effect relationships among various factors. Figure 6-10 shows an example of an interrelationship digraph.

A tree diagram is a very useful graphical representation of hierarchical relationships and parent-to-child relationships. You have seen the tree diagram as a work, risk, and organizational breakdown structure. In managing quality, the tree diagram can be used to describe nested relationships between steps in the quality assurance process. Figure 6-11 shows an example of a tree diagram.

Prioritization matrices use a variety of weighted criteria to determine the priority of quality actions to enable the key issues to be determined. Figure 6-12 shows an example of a prioritization matrix.

Activity network diagrams are used to show relationships between activities to be completed. You have already seen these diagrams used in the managing the project schedule and determining the tasks on the critical path with activity-on-node (AON) diagrams . In quality management, they are used to show the sequence of, and interrelationships between, various quality activities. Figure 6-13 shows an example of an activity network diagram.

Matrix diagrams are used to indicate whether a relationship exists between two variables. Figure 6-14 shows an example of a matrix diagram.

A quality audit is an independent process that seeks to determine whether the defined project processes are being carried out as per the quality management plan. Quality audits are carried out using the quality management plan as a guideline and should generally be done by people not involved with the project who can independently assess whether the required processes are in place and whether they are being followed.

Process analysis takes the steps in the process improvement plan and executes them in order to identify and improve existing processes.

Change requests are generated as a result of information discovered by audits and process analysis that then requires changes to be considered as per the agreed change management process. The change requests are used as an input into the Perform Integrated Change Control process.

The specific parts of the project management plan that may be updated as a result of the Perform Quality Assurance process are the quality management plan, the process improvement plan, the schedule management plan, and the cost management plan.

The specific project documents that may be updated as a result of the Perform Quality Assurance process include such things as project-specific policies and guidelines relating to preparation and execution of processes.

The specific organizational process assets that may be updated as a result of the Perform Quality Assurance process are any templates, policies, or guidelines relating to quality audits, and training and appointment of independent auditors.

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The quality management plan is a critical input into the Control Quality process because it sets out and describes how this process will occur. The quality management plan is an output from the Plan Quality Management process

The quality metrics are a required input into the Control Quality process because they describe the attributes that are expected in the project deliverables and how these attributes will be measured. Quality metrics are an output from the Plan Quality Management process

Quality checklists provide a documented and structured list of steps, attributes, and guidelines that can be used to ensure that all the quality control work is done correctly. Quality checklists are an output from the Plan Quality Management process.

In order to measure whether the project is being delivered as per the desired quality requirements, you need work performance data. Work performance data is an output from the Direct and Manage Project Work process.

Approved change requests can have an impact on the project deliverables and may require modifications, such as defect repairs, and thus are an important input into this process. Approved change requests are an output from the Perform Integrated Change Control process.

Given that the control quality process is focused on checking the quality of the deliverables, having the deliverables as an input into the process can be viewed as quite critical.

The specific types of project documents that may be used as inputs into this process include any contracts that specify deliverable requirements and attributes, and any relevant quality audit reports.

The specific organizational process assets that can assist with the Control Quality process are any guidelines, processes, policies, or blank templates that the organization has relating to quality control.

The seven basic quality tools were described in detail earlier in the Plan Quality Management process. They can be used in the Control Quality process to graphically represent and analyze any of the data gathered.

As part of completing a check on the quality of the deliverables, you may choose to use statistical sampling as a tool or technique, if the number of deliverables is too great to test each one individually or if the sampling would involve destructive testing.

Inspection is one of the key tools of the Control Quality process. It is a physical examination of the deliverable to measure and determine whether it complies with the required standards. As a result of completing inspection, you will generally produce a variety of measurements indicating compliance or noncompliance with the required deliverable standards.

It is one thing to have approved change requests ; it is another to ensure that they have been implemented as per the change documentation. The way to do this is via the use of an approved change request review.

The quality control measurements are the documents you produce as a result of carrying out the Quality Control processes and activities. They should be concise and presented in an appropriate format for easy communication, presentation, and tracking. Quality control measurements go on to be used as an input into the Perform Quality Assurance process.

The validated changes output involves checking that approved change requests and any required modifications have been inspected and comply with the change-request documentation. Validated changes go on to be used as an input into the Monitor and Control Project Work process.

You will recall that deliverables are one of the inputs into the Control Quality process. After they have been subjected to the appropriate tools and techniques to check that they conform to the required standards, if they are accepted, verified deliverables become an output from the process. Verified deliverables go on to be used as an input into the Validate Scope process.

You will recall that work performance data is used as an input into the Control Quality process. This is the raw data collected about work performance to date. After it is subjected to the appropriate tools and techniques, it becomes work performance information . Work performance information then goes on to be used as an input into the Monitor and Control Project Work process.

As a result of carrying out the Control Quality process, there may be a reason to raise a change request to deal with defect repairs, required modifications, or corrective or preventive actions. All change requests should be prepared, submitted, and assessed as per the documented and defined change-control process. Change requests go on to be used as an input into the Perform Integrated Change Control process.

Specific parts of the project management plan that may be updated as a result of the Control Quality process are the quality management plan and the process improvement plan.

Specific project documents that may be updated as a result of the Control Quality process are any relevant quality standards or agreements relating to any aspect of the quality management process.

Specific organizational process assets that may be updated include lessons learned databases and any blank templates for any aspect of the organization’s quality management process.

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