See Chapter 8 in the PMBOK ® Guide.
Chapter
23 in Project Management, A Systems Approach to Planning, Scheduling,
and Controlling, Seventh Edition by Harold Kerzner, PHD gives a
great summary and historical perspective.
The
WBS on Page 96 of the PMBOK ® Guide is as follows:
1. Quality
Planning
2. Quality Assurance
3. Quality Control
Comments:
At first
Quality Management seems much easier to apply to manufacturing than
projects. The heritage, of Demming, Duran, Crossby, et al and the
auto industry manufacturing, is still very evident with the concepts
of prevention rather than inspection, the distinction between grade
and quality and the emphasis on statistics. See Dr. Kerzner’s
book for an excellent summary on page 1089 and historical perspective
on the preceding pages in Chapter 23.
However,
it’s not just the widget, it’s also the process. It’s
no good having a great widget if it’s late to market and costs
too much. PMI’s approach to Project Quality Management makes
the previous body of work relevant to projects. Quality is not just
free – it should save you money!
The
tools e.g. Cause-and-Effect diagrams, Benchmarking, Pareto diagrams,
etc. are particularly useful although we prefer to take Flow charts
and put them into project management software. We feel this gives
a lot more information about how long the process will take, how
many resources it will require and what it will cost. We often tackle
implementing a solution to a quality problem as a subproject with
its own schedule, resources and budget, etc.
We plot
Schedule Performance Index against time on all our projects. See
PMBOK ® Guide page 104 and Earned Value in the Project Cost
Management summary. It is our experience that if you keep your project
on schedule, it will generally stay on budget and quality is much
less likely to be a problem.
We also
put Quality activities in each phase of our schedules, see our PMMP
Checklist.
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