Learner Guide

Learner Guide
Manage project quality

BSBPMG513
BSBPMG513 Manage project quality V2 2020 Page 1 of 37

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greenwichcollege.edu.au
Week Topics
1 Introduction
Quality
Project Stakeholders
Quality metrics
Documentation of quality metrics
Quality criteria
2 Managing project quality
Quality management plans
Project quality: tools and techniques
Quality management methodologies
3 Quality requirements
Project management plan
Quality assurance
Implement quality assurance
4 Quality audits
Quality control
Identify variances
Root cause analysis
Change request
5 Quality management system
Review variations
Project life cycle
Reviewing the project
Lessons learned
6 Further reading and additional videos
Week 1
Topics:
 Introduction
 Quality
 Project Stakeholders
 Quality metrics
 Documentation of quality metrics
 Quality Criteria

Introduction
This unit describes the skills and knowledge required to

manage quality within projects. It involves determining quality
requirements, implementing quality control and assurance
processes, and using review and evaluation to make quality
improvements in current and future projects.
It applies to individuals responsible for managing and leading

a project in an organisation, business, or as a consultant.
Video
Quality Management – Introduction
https://www.youtube.com/watch?v=mN8oudE9HUo
Quality
In order for any project to be successful and to meet its goals and outcomes, it needs to
meet all of the identified quality requirements and objectives. The stakeholders within a
project will generally have a major influence on determining quality objectives and
standards; their level of influence will depend upon their level of authority and seniority,
as well as their importance to the project.
The business, stakeholders and relevant personnel and departments will usually work
together to determine and agree on quality standards and objectives.
Quality objectives may be:

 Acceptable tolerances and variation to specifications
o Variations that are outside of acceptable tolerances and variation ranges can have
negative effects on the project’s quality
 Explicit and implicit performance expectations
o Where these are given, quality management processes should ensure that the
expectations are

 Client definition of ‘fit for purpose’
o Are the project and its deliverables in line with customer

expectations and requirements?
 Explicit and assumed performance requirements
o Specific levels of quality and performance that are usually

designated by specific measurements and definitions
o Assumed performance requirements are believed and

assumed to be true and relevant. Assumptions can be risky,
in case you work off a false assumption, so you should
always aim to clarify and confirm assumptions with the
relevant stakeholder
 Negotiated trade-offs between cost, schedule and performance
o A common project management realisation is that cost, schedule and

performance are difficult to achieve together; project managers may ask the
client to prioritise two of these factors:
 You can have it cheap and fast, but the quality may suffer
 You can have it quality and fast, but the cost will be higher
 You can have it quality and cheap, but this will take longer
o Managing project quality is about ascertaining what the client values in the
project and managing the project to achieve these objectives and outcomes.
 Organisation, client or sponsor requirements
o All given requirements must be met in order to ensure quality
 Requirements of other stakeholders
o All given requirements must be met in order to ensure quality
 Those quality aspects that may impact on customer satisfaction
o Customer satisfaction is inherently important in many projects and should be the

focus of quality management in these instances.

Quality objectives must align with the quality standards that are imposed and defined by
external bodies and authorities. If standards are not met, then the quality and the work is
deemed below requirements and could be in breach of legislation.
These standards may include:

 Australian and international standards
 Enterprise and industrial agreements
 Industry codes of practice
 Industry standards
 Organisational policy, systems and procedures
 Regulations and legislation.
Further Reading
WHAT ARE QUALITY STANDARDS? https://asq.org/quality-resources/learn-about-

standards#:~:text=Quality%20standards%20are%20defined%20as,are%20fit%20for%
20their%20purpose.
All quality requirements and standards should be discussed, determined, agreed and
communicated to all participants in the project before it begins, in order to manage quality
from the very beginning. Ensuring that all participants are fully aware of quality
requirements before commencing any project work can help to prevent many issues
arising.
Agreeing on standards and quality requirements with stakeholders ensures that all parties
are on the same page and allows you to commence work in line with these requirements
and expectations, minimising the likelihood of disagreements and misunderstandings
occurring.
Project stakeholders
A stakeholder is a person or group of people who have an interest in the project.
Examples of project stakeholders may be:

 Employees
 Business owners
 Creditors
 Suppliers.
As these persons have an interest in the project, they can contribute to setting the
expectations and requirements for quality.

When you are involved with a project in any capacity, you will need to ensure that you are
aware of and can contribute to the quality requirements of the project.
In order for the project to be successful and to be of sufficient quality, all identified
stakeholders must be aware of the quality requirements and how these will be planned,
maintained and achieved. When the project’s quality levels drop or slip, the project can be
at risk of failing to reach its objective(s); this is why all stakeholders must be aware of and
understand the quality requirements and can work towards achieving these together.
How important is the stakeholder?

You should identify each stakeholder and analyse just how important they are to the
completion of the project. To do this, determine how much influence the stakeholder has
on the project; do they have the ability to significantly affect the project’s outcomes in a
positive or negative way?
All stakeholders must be properly briefed on their role in the project and must understand
exactly what is expected and required of them.
Communicate with stakeholders
The way you communicate with stakeholders will vary according to organisational
procedures and client requirements and preferences.
Communication methods may include:

 Meeting
 Email
 Telephone
 Teleconference
 Specification paperwork
 Letters.
All communication methods should allow for easy and clear communication so that both
parties can explain their positions and requirements in order to reach a mutual agreement.
Where verbal communication takes place, it is expected that the agreements and
requirements will be provided on paper as proof and confirmation of the agreements and
specifications.
Video
Stakeholder Engagement Tips: 5 Tips For Project Managers

https://www.youtube.com/watch?v=APc9S_8v7YY

Quality metrics
Quality metrics are a very important component in the quality management plan. Quality
metrics are values and measurements used to benchmark levels of required and expected
quality within a project. These quality metrics define the required and acceptable levels of
quality and can be used to gauge how effective the quality management of the project is
or was.
Quality metrics can also be used for continuous improvement purposes; by identifying
baseline requirements, targets and above-average results, you can assess the quality of
projects, identify areas for improvement and improve quality to be able to attain higher
levels of efficiency and effectiveness.
Documentation of quality metrics
Included in the quality management plan and covers components of a quality definition
table and identification of tools, techniques and methods used to monitor quality.
These vary project to project but can include any of the following:
- work activities
- benchmarking
- rankings
- definition control
- cost/benefit analysis
- charting processes and defining process variation
- charts such as – flow charts, Histograms, Pareto, control etc.
Other components include:
- timeframes
- reviewing processes
- validation of the methodology
- monitoring
- engagement of personnel
- ensuring output meets client requirements
- resolution of issues
- change management strategies
- maintenance of documentation and records

- budget expectations
Further Reading:
QUALITY METRICS TEMPLATE

https://www.projectmanagementdocs.com/template/project-documents/quality-
metrics/#axzz6fho96vOM
WHAT ARE PERFORMANCE METRICS? https://asq.org/quality-resources/metrics
Identification of quality requirements:
- requires consultation with clients and key stakeholders

- is a cyclic process
- recorded in a quality definition table
Quality Definition Table
This can include:
- items essential to the project (for example specific design features, functionality,
usability)
- measurement of items
- a unit of measure and standard for each item identified (these would be
descriptive)
- any items that can be compromised if required.
For example:
Quality Measurement Unit measure and Units compromised

item standard
Functionality Menu links open correct Feedback from beta n/a cannot be
pages testing compromised
Error message returned
Quality criteria
Quality criteria can be used as a framework for working towards achieving quality
requirements. These criteria are given as benchmarks and expectations by which the
actual performance will be measured; results that achieve above and beyond the criteria
can be deemed exceptional, whereas results that do not meet criteria can be deemed
insufficient, below quality and sometimes negligent.
Quality criteria may include:

 Australian and international standards
 Codes of conduct

 Industry and organisational policies and practices
 Legislation and regulation requirements.
Australian and international standards

Depending upon the nature of your business and your project, different Australian and
international standards may apply. Industries like education, care and health especially will
have to adhere to different laws and standards.
Codes of conduct
Codes of conduct can be defined by the organisation or by industry bodies and set out
standards that are expected of organisations undertaking projects. Adhering to codes of
conduct can improve the quality of your project’s deliverables.
Industry and organisational policies and practices

Any standard policies and practices that the organisation identifies with or are expected to
adhere to should be factored into the project and its plans. These can become expected
by your consumers and partner companies as an industry standard.
Legislation and regulation requirements

Legislation and regulations are set by law and must be adhered to; you need to know
what laws and regulations are applied to your role and organisation, as well as how these
affect your industry.
Video
How to meet your quality targets?
https://www.youtube.com/watch?v=TDj0RBjYAdk
Further Reading
What is Quality Management and Why Does it Matter?

https://www.qualitymag.com/articles/95237-what-is-quality-management-and-why-
does-it-matter
Theories of Total Quality Management
https://smallbusiness.chron.com/theories-total-quality-management-55715.html

Forum Activity
Assume that you are organising an end of term party for your class.
Determine the quality standards and criteria, targets, and metrics that would apply to the
project.
Share you answer in the Student Forum and review the answer of other students.
Questions -Short Answers
What is the purpose of setting quality requirements?

Define a stakeholder
Identify two (2) examples of quality criteria
True or False? When identifying quantifiable criteria, you must understand the deliverables of
the project.
Week 2
Topics:
 Managing project quality

 Quality management plans
 Project quality: tools and techniques
 Quality management methodologies
Managing Project Quality
Michael L Young has put together 6 key factors for managing

project quality as follows:
o Key Success Factor 1: A Good Plan
The Plan, Do, Check, Act cycle is fundamental to achieving

project quality. The overall project plan should include a plan for
how the project manager and team will maintain quality
standards throughout the project's cycle.
o Key Success Factor 2: Appropriate Communication
Despite good project planning and scheduling, poor or absent communication with team
members and stakeholders can bring a project undone. Project managers need excellent

communication skills and a comprehensive scheme that encourages formal and informal
discussion of expectations, innovation, progress and results.
o Key Success Factor 3: Manage Stakeholders
Stakeholders include everyone who has an interest in, can influence or is affected by the
project's implementation or outcomes. To engage stakeholders, identify who they are,
analyse their concerns and what they need to know and then prepare a strategy to
provide the appropriate amount of information and opportunities for involvement.
o Key Success Factor 4: Good Measurement
Early in the process it is important to identify the key outcomes and outputs of the project
and how you will measure whether they have been delivered. Implement processes that
measure progress, both qualitatively and quantitatively, throughout the project at
individual, team and whole project levels. This ensures that problems can be identified
early and successful tactics can be promulgated throughout the project.
o Key Success Factor 5: Constant Review
Along with good measurement go good review mechanisms. Successful project managers
diligently and regularly review progress against the schedule, budget and quality elements
of the project. Regular review allows problems to be identified early so that corrective
action can be taken to keep the project on track. Review also helps team members to
learn and improve their skills.
o Key Success Factor 6: Act Early
Measurement and review are important, but they are only effective if the project manager
takes action on issues identified. Leaving problems to be fixed up later is a recipe for
disaster. Simple issues should be addressed immediately. More complex issues should be
added for action into the project plan and resources allocated to address them.
Quality management includes two components:
o Quality assurance (to assure quality project management

processes) and
o Quality control (establishing the standards for acceptance of
the outputs, monitoring against this criteria to determine if
quality has been achieved and maximising any opportunities
for their continuous improvement as they are being
produced).
Quality management plans
Quality metrics need to be incorporated into quality management plans in order to be

used properly.

Quality management plans may be:
 Authorisations and responsibilities for quality control
 Continuous improvement processes
 Applicable standards
 Measurable quality metrics for process and product
 Quality data recording and maintenance
 Reliability and validity requirements.
Quality management plans need to define the project’s quality metrics and indicate how
this will be measured; this means that relevant personnel can measure the project’s
quality and determine to what extent this was achieved.
Different quality management plans work in different ways, but they can all incorporate
quality metrics. The quality metrics must be properly documented within the quality
management plan so that they can be implemented and referenced.
Your organisation may set its own policies and procedures for completing quality
management plans and may use its own templates. You must follow the protocol properly
in order to ensure that the right information is recorded and it is presented in the correct
format.
A Project Quality Management Plan is developed to provide:

o An overview of the quality methodologies and standards to be adopted in
managing the project and in the production of the outputs;
o Agreed processes for the management of changes, problems, issues and incidents
that emerge during the production of the outputs;
o Confirmation of the roles and responsibilities of relevant parties in the project’s
governance structure in the production of the outputs.
o A documented framework to ensure the production of quality project outputs and
the application of quality project management processes.
Further Reading
QUALITY ASSURANCE & QUALITY CONTROL https://asq.org/quality-resources/quality-

assurance-vs-control
Forum Activity - Reflection
Read the template for a project quality plan at

https://www.projectmanagementdocs.com/template/project-planning/quality-
management-plan/#axzz6fL6opttd .

What part of the plan would be most challenging to implement and why?
Share your thoughts in the Student Forum and review the notes from other students.
Quantifiable criteria
Quantifiable criteria can be measured in order to gauge the extent to which project
progress and deliverables are meeting targets and other requirements.
Quantifiable criteria are useful because they provide an identified target, requirement or
goal that can be measured and assessed. Quantifiable criteria allow you to determine just
how well a project or element of the project is doing and to take the appropriate action, if
required.
To contribute to identifying quantifiable criteria, you must understand:

 What the project is
 What is aims to achieve
 How the project will work
 The deliverables
 Other values.
For example, if a project aims to increase the number of customers visiting a store, your
quantifiable criteria could define a target number of visitors. This would enable you to
determine when the goal has been met and to gauge how well the project is going.
Project Quality: tools and techniques
There are many different tools, techniques and

methodologies available for you to use when you are
managing project quality. When you are managing
project quality, there are several different tools and
methodologies you may be able to use. Not all
methods, tools and techniques will be applicable to
all projects or workplaces.
Quality management tools, techniques and

methodologies may include:
 Benchmarking
 Brainstorming
 Charting processes
 Cause and effect diagram:
o Fishbone

o Ishikawa
 Control charts
 Defining control
 Flowcharts
 Histograms
 Pareto charts
 Processes that limit and/or indicate
variation
 Root cause analysis
 Run charts
 Scattergrams
 Selection criteria
 Undertaking cost-benefit analysis.
Forum - Research Activity

Select four (4) quality management tools, techniques and methodologies listed in the
weekly online learning content and research them: describe them and determine how
they apply to project quality management.
Share the findings of your research in the Student Forum and review the work of other
students.
Video
PMP - Cause-and-Effect Diagrams & Pareto Diagrams
https://www.youtube.com/watch?v=25SZkmfWfyI
Your organisation may specify:

 What processes to monitor
 What tools you should use when monitoring project processes
 Which tools to use to manage specific processes.
These methods can be used to identify and resolve issues in project quality management.
For example, you could use a histogram to identify how long different stages of a project
have taken, or the costs of different elements of the project. This would enable you to

identify problems, such as overtime or overspend and see where these issues have
occurred.
After discovering the quality problem, you can take steps to resolve it. This may involve
using one or more additional tools and methods and/or a technique not listed here.
For example, if your histogram revealed that the project was off-track time-wise, then you
could conduct a root cause analysis to identify the problem, such as an insufficient amount
of staff and resolve the problem, such as by assigning more staff to the task(s).
Your organisation may stipulate which methods should and should not be used, in order to
ensure uniformity and understanding.
Quality management methodologies
There are also different types of methodology you can use to monitor a project’s quality.
These can be used as a standalone method or in
conjunction with management tools.
Quality management methodologies may

include:
 Continuous improvement process
 Lean management
 Six Sigma
 Total Quality Management.
Again, the quality management methodologies you can use will be determined by the type
of project and processes you are managing, as well as your organisation’s policies and
procedures.
You will need to apply your knowledge and understanding of the different tools and
methodologies as well as the project in order to determine the most suitable and effective
options.
Video
Steve Jobs on Continuous Improvement
https://www.youtube.com/watch?v=Wc6bI16xuko&t=4s
Process Improvement: Six Sigma & Kaizen Methodologies

https://www.youtube.com/watch?v=ilDAYBR5sQU&t=63s

According to Michael L Young, what are the 6 key factors for managing project quality?
What are the two (2) components of quality management?
Identify four (4) quality management tools
Identify three (3) quality management methodologies
What is the purpose of quality management methodologies?
Week 3
Topics:
 Quality requirements
 Project management plan
 Quality assurance
Quality requirements
All team members and stakeholders must be aware of the quality requirements applied to
the project; this is so they can adhere to any requirements and contribute to the success
of the project and the achievement of its goals and deliverables.
Quality requirements are similar to quality policies and criteria, which define the terms and
targets of project work respectively; quality requirements state directly what must be
achieved and undertaken for the correct level of quality to be achieved.
Developing quality requirements
When you are required to develop or help develop quality requirements, you
will have to:
 Understand the project
 Understand the project’s deliverables
 Understand how these deliverables can be achieved
 Understand the standards that must be adhered to

in order to achieve and maintain the required
quality.
When developing quality requirements you need to

understand the different factors that can positively or

negatively affect the project; this means examining aspects of the business that directly
affect the focus of the project.
Discussing quality requirements

Discussing quality requirements generally occurs before the project begins, in order to
identify and negotiate the quality requirements; this allows the project to start with the
requirements and expectations in place.
Different stakeholders will be involved in this discussion and will work together to reach an
agreement.
It is good practice to discuss the quality outcomes and how to meet them with team
members and stakeholders, in terms of quality requirements, strategies and the plan
components.
Distributing quality requirements

When quality requirements have been agreed upon, the information should be distributed
to all relevant personnel and staff and stakeholders who are involved with the project.
Distribution of information may be required for:
 Information communication:
o To make sure all team members and stakeholders are aware of the quality
requirements
o To gain feedback and input
o To provide detail
 To gather confirmation of understanding
 Organisational procedure
 Compliance.
All staff and participants must be aware of these

requirements so that they can work compliantly
and up to standard.
Supporting quality requirements

When staff and other stakeholders have been informed of the quality requirements and
work has begun, staff should be supported in achieving quality requirements.
This may involve:

 Gathering feedback from staff frequently
 Monitoring quality and acting upon any problems that arise
 Ensuring that staff are able to get on and work

 Providing enough training and information to staff
 Listening to staff concerns
 Addressing issues
 Optimising processes
 Providing access to resources
 Operating a continuous improvement process.
Communication is very important in project work and indeed all work. Adequate
communication before, during and after a project can ensure that staff are motivated and
problems are addressed as required.
Project management plan
As explained previously, the project’s quality management plan will contain the quality
metrics for the project, which can be used to assess and monitor performance.
These metrics and requirements will be recorded in the project management plan so that
all team members and stakeholders are clearly informed and can refer to the information
as and when required.
As explained previously, these metrics and stated requirements can be used as a way of
measuring the performance levels of current and future projects; if the information is not
included within the plan, then it cannot be referenced and used.
Performance measurement
You may be required to maintain records that detail

the extent to which your project’s processes and
activities are or were compliant with given quality
requirements. These records will contribute towards
continuous improvement processes and will also be
a point of reference for future enquiries.
In order to determine the levels of performance for

your records, you will need to identify quality
requirements.
The quality requirements of the project may

concern:
 Efficiency:
o Timeframes and deadlines
o Resource allocation and expenditure
o Budgets

 Effectiveness:
o The extent to which the efficiency targets have been met
o Whether project outcomes and deliverables were met.
When you have determined how efficient and effective the project’s processes were, you
can determine how compliant the project was; this information is what will be recorded in
the compliance record.
Video
Effectiveness vs Efficiency https://www.youtube.com/watch?v=z1kb56vywQU
Forum Activity
Assume that you are organising an end of term party for your class.
What would make the project effective and what would make the project efficient?
Share you answers in the Student Forum and review the answers of other students.
Forum Discussion
Watch the video How Toyota Changed The Way We Make Things
https://www.youtube.com/watch?v=F5vtCRFRAK0
Identify how quality management helped Toyota’s success.
Share your answer in the Student Forum and review the answer of other students.
Maintain records
The compliance record may be:

 On paper:
o An entry in a dedicated Compliance Record book

o A single sheet of paper
o Graphs and charts
o Summary sheets
 Electronic:
o An electronic file
o Electronic graphs and charts
o Spreadsheets
o Electric summary files.
Project compliance records can also be included in the project’s paperwork, such as the
log, handbook or journal.
Quality assurance
Quality assurance refers to the process of monitoring quality throughout the duration of
the project in order to ensure that it is maintained. Quality assurance allows any issues
and problems to be detected early so that they can be resolved promptly and therefore
minimise impact to the rest of the project.
Quality assurance may include:

 Systematic review of the project-management process to ensure compliance with
organisational policy and guidelines
 Project finalisation process to capture lessons learned and to enable continuous

improvement.
Quality assurance audits may include:

 Conformance to plan
 Conformance to standards
 Governance and decision making
 Independence and valid processes
 Maintenance of project records.

Further Reading
Project Quality Assurance According to the PMBOK

https://www.projectengineer.net/project-quality-assurance-according-to-the-pmbok/
What is Quality Assurance? https://www.project-management-skills.com/what-is-

quality-assurance.html
Video
Quality Assurance
https://www.youtube.com/watch?v=hMfPCdF07hA
Systematic review
This method reviews quality management throughout the project to ensure compliance
with organisational policy and guidelines. This allows any problems to be detected and
dealt with early in an effort to minimise damage to the project’s quality. Establishing a
systematic review is good practice because it means that the
project will be automatically managed.
In project quality management terms, constantly monitoring

project activities for quality would allow you to identify any
instances whereby any activities become ineffective or inefficient,
in order to ensure that the project and its endeavours are
contributing directly to the purpose and objective of the project.
Continuous improvement
In order to improve future practices, continuous improvement
methods are used by many organisations; continuous
improvement seeks to continually improve practices and methods,
as opposed to repeating past mistakes and allowing processes to
stagnate.
In project quality management terms, this means continually analysing actions and their
results and optimising the current and future processes in order to maintain the quality of
the project and its components.
Lessons learned
Lessons learned are where an organisation identifies a past mistake or ineffective process
and takes steps to improve this process and avoid repeating the mistake.
In project quality management terms, this means utilising improvement information

gathered from past endeavours to avoid repeating mistakes and to increase the efficiency
and effectiveness of the current project.

Further Reading
Top 10 Tips for Continuous Improvement
https://www.projectmanagement.com/blog-post/1443/Top-10-Tips-for-Continuous-
Improvement
WHAT IS THE PLAN-DO-CHECK-ACT (PDCA) CYCLE?
https://asq.org/quality-resources/pdca-cycle
THE DEFINE, MEASURE, ANALYZE, IMPROVE, CONTROL (DMAIC) PROCESS

https://asq.org/quality-resources/dmaic
Implement quality assurance
When you are tasked with implementing quality assurance you will need to have an
understanding of the above elements in relation to your project.
This means:
 Reviewing the project’s current progress and methodology, in terms of:
o Your own work
o Your colleagues’ work
o The project overall
 Implementing continuous improvement systems, in terms of:
o Using amended and improved methods and processes
o Recording and communicating methods and processes that could

be improved
 Applying lessons learned:
o Using your knowledge and experience of past mistakes to

improve things this time around and avoid repeating mistakes
o Applying improved methodologies in line with organisational policies and

processes.
If your organisation uses any additional or different quality assurance processes, you
should ensure that you are aware of these and that you understand how to implement
them effectively and efficiently.

Outline three (3) forms in which staff can be supported in achieving quality
requirements.
When developing quality requirements, which aspects should be considered?
What is quality assurance?
What is the purpose of recording the lessons learned?
Week 4
Topics:
 Quality audits
 Quality control
 Identify variances
 Change request
Quality Audits
Quality audit is the process of systematic examination of a quality system carried out by
an internal or external quality auditor or an audit team. It is an important part of
organization's quality management system and is a key element in the ISO quality system
standard, ISO 9001.
Quality audits are typically performed at predefined time intervals and ensure that the
institution has clearly defined internal system monitoring procedures linked to effective
action. This can help determine if the organization complies with the defined quality
system processes and can involve procedural or results-based assess
Audits are an essential management tool to be used for verifying objective evidence of
processes, to assess how successfully processes have been implemented, for judging the
effectiveness of achieving any defined target levels, to provide evidence concerning
reduction and elimination of problem areas. For the benefit of the organisation, quality
auditing should not only report non-conformances and corrective actions, but also
highlight areas of good practice. In this way other departments may share information and
amend their working practices as a result, also contributing to continual improvement
criteria.
An audit inspects a system to ensure that it is operating correctly and can be applied to
any part of the project management system. Having a quality assurance plan can actively
support the quality management of a project and should be implemented throughout the
lifecycle of the project.

Video
ISO Internal Quality Audit (IQA)
https://www.youtube.com/watch?v=fckZK6l678E
Why audit?
Auditing your quality management processes allows you to examine the processes and
identify any ineffective and non-compliant areas of the procedures.
You may do this for different reasons, including:

 For internal validation
 To check accuracy
 To assess security
 To assess risk
 To ensure compliance
 To ensure compliance with standards and legislation.
Some processes may be audited by individuals who are not involved in the project, in
order to ensure that the audit is completed objectively and with no exceptions or
omissions.
Quality control
Project quality management and control should be documented in line with organisational
requirements and agreed procedures. This allows you to maintain an accurate record of
current and past project information and contributes to continuous improvement
processes and allows you to document lessons learned.

Different quality control actions may require mandatory documentation, such as
inspections and audits; in these instances, you will have to maintain records and
documents in line with organisational and legal requirements.
Quality control measures may include:

 Inspections and audits in compliance with guidelines
 Monitoring conformance to the specification
 Recommending ways to eliminate causes of unsatisfactory

performance of products or processes
 Regular inspection by the individual or the monitoring of

inspections by internal or external agents
 Reporting variances.
Assessing quality control may include:

 Monitoring conformance to product specifications
 Examining whether the project deliverables have been met or are on track to be met
 Monitoring of regular inspections by internal or external agents
 Recommending ways to eliminate causes of unsatisfactory performance of products or

processes.
Unless you record your findings and observations, there is often

little point in doing them; even if the reporting and recording of
the quality control is not mandatory, if the information is not
recorded and communicated then it is unlikely to be
remembered, communicated and actioned.
Your organisation will make you aware of the recording and

maintenance requirements of quality control information, in
terms of organisational requirements and legal requirements.
Quality control records should be kept so that they can be

referred back to in the event of a future query or issue. Some
records are required by law to be kept for a minimum amount of
years; this can be particularly true of audit documentation.
Your organisation will have a procedure in place for recording

and storing different information; it is important that this procedure is followed, in order to
ensure that the required information is recorded and stored in the correct place so that it
can be easily accessed.

Video
Quality Management – Quality Control
https://www.youtube.com/watch?v=18cN8MZvJRA
Identify variances
Variances to the quality metrics may be required as the project progresses. Variances may
be caused by events inside or outside of the project; for example, if the project grows or
problems are encountered.
Where a project’s quality is subject to change, it is important to adapt and allow variances
to occur in order to ensure that quality objectives remain achievable.
In projects where the metrics and requirement are fixed and are not subject to change,
then variances may be the result of failings and other problems.
In any case, variances to quality metrics must be identified. This is so you can:
 Take remedial action
 Understand how the variance occurred
 Take preventative action in the future
 Minimise effects for this and future projects.
Quantitative measuring can enable you to identify variances in quality metrics; you will
also need to assess the situation to identify whether the variance could have a negative
effect on other elements of the project’s quality. Analysing metrics can provide you with
the tools and information you need to solve the problem and to forecast both the overall
outcome of the project and the potential and/or likely effect of the variance on the
remainder of the project.
Root cause analysis
A root cause analysis is a process you can follow in order to identify the root cause of a
problem. If the identified problem is indeed the root cause, removing it from the equation
would mean that the problem never occurred. You can identify the root cause of a
problem and take action to tackle this, which should mean that the problem can be
resolved and avoided again in the future.

Root cause analyses can be done in several forms, including:
 Ishikawa/fish bone diagrams
 Table
 Mind maps
 Flow charts
 No real format.
A simple root cause analysis may be:
 Problem: horse has escaped.
Problem? Horse has bolted
How? Barn door was open
Why? Careless person
Ensure door is closed,

Solution?
take more care.
In the above example, the problem that has occurred was the horse escaping. If you trace
the problem to its root cause, you can identify that the cause was a careless person leaving
the barn door open. By identifying the root cause, you can identify the solution: take more
care and ensure that the door is closed. If everyone made sure the door was closed properly,
then the issue will never reoccur.

In the above example, you can trace the root cause of the problem to a lack of structure
and responsibility. By designing and implementing a rota system and assigning
responsibility to certain individuals on certain days, you can hold this person accountable
and thus eradicate the problem.
A root cause analysis can be applied to many different situations and scenarios and can be
very useful for identifying and resolving problems.
Video
What is Root Cause Analysis?
https://www.youtube.com/watch?v=sFQFfrYjtPU
Change requests
A change request is a document that outlines a request for change and is an integral part
of change management. In terms of variations to quality metrics, a change request may
be required in order to handle a change to the project and its quality requirements.
Change request documentation and authorisation are also required in system audits.
Reporting variances

All identified variances should be recorded and documented, as explained in the previous
chapters; this information should be communicated to relevant others who can initiate the
appropriate action to combat and resolve the issues now and in the future.
Appropriate others may be:

 Higher project authority
 Organisational quality management
 Project managersaudit
 Project specialists and other personnel
 Team members.
These personnel will be trained in how to develop and implement plans and resolutions; it
is important that you record all of the relevant and required information clearly and in line
with organisational requirements and standards.
Using compliance records, quality criteria, quality assurance and other methods and tools
covered in this unit will provide you with data on quality performance and will allow you to
identify variances.
Remedial action
Remedial action should be taken in the event of a variation in quality in order to preserve
the project’s quality and deliverables.
The remedial action will vary according to the nature of the project and the nature of the
problem; in any case, the action should seek to minimise damage and disruption and
ensure that project quality objectives and deliverables remain achievable.
What is quality audit?
Why audit?
Outline two (2) quality control measures
What is the purpose of identifying project variances?
What is a root cause analysis?

Week 5
Topics:
 Quality management system

 Review variations
 Project life cycle
 Reviewing the project
 Lessons learned
Quality management system
A quality management system (QMS) is a system that incorporates several processes that
work together to aid in achieving project quality objectives. A QMS involves working to
eliminate project problems and to maintain quality in a cost-effective manner.
The processes involved in a QMS generally take the form of documents, which are usually
electronic in modern business.
A quality management system generally seeks to:

 Identify quality requirements, in terms of
internal and external standards and
requirements
 Produce records and documentation as required
 Monitor compliance
 Measure compliance
 Monitor changes
 Execute and assist audits
 Contribute to continuous improvement.
In addition, a QMS may also seek to:

 Maintain and improve standards
 Meet client and stakeholder requirements
 Improve efficiency
 Minimise the occurrence of variances
 Benchmark performance
 Control costs.

Many quality management systems include their own software processes for auditing
quality and performance; the system measures actual performance against given metrics
and identifies how well the project is performing.
The audit data that the QMS produces itself should be recorded and retained; this will
allow you to use it and refer to it as and when required.
Further Reading
What is a Quality Management System (QMS)

https://asq.org/quality-resources/quality-management-system
Maintain QMS
In order to ensure that the QMS can produce accurate quality audit data, you must take
steps to ensure that it is maintained.
This may include:

 Inputting correct data
 Amending data as required
 Running regular checks
 Calibrating the system as required
 Maintaining the software version
 Running backups, if applicable.
Review variations
When variations and other events occur within the project’s

timeframe, you will need to implement action to ensure that
the quality objectives are adjusted so that they remain achievable throughout the project;
as explained throughout this unit, rigid metrics that are inflexible can render the project
unsuccessful, unviable and as missing the quality objectives.
Changes may include:

 Revised metrics and forecasts
 Variance management
 Actions within agreed authorisation and limits
 Actions within established organisational framework, procedures and routines.

Review process
It is important to review processes and changes in order to implement continuous

improvement and quality management improvement for future projects. Reviewing and
auditing project quality management is important to determine what went well and what
didn’t go so well.
Good review processes are:

 Based upon sound evidence and facts
 Structured properly to facilitate effective

reviewing
 Based upon all aspects of the project
 Recorded properly, in line with organisational

requirements and procedures.
You should review your processes in order to:

 Facilitate continuous improvement
 Determine the effectiveness of your quality management processes, strategies and

techniques.
Project life cycle
A project’s life cycle is generally thought of in four phases or sections, namely:

 Initiation
 Planning
 Execution
 Closure.
The quality objectives that are determined in

the initiation and planning stages may become
impossible or unsuitable as the project
progresses, so it is important that these are
re-evaluated and readjusted in order to remain achievable and indicative of the scope and
requirements of the project.
It is important that quality objectives remain achievable throughout the

project’s life cycle:
 To motivate staff and keep morale high
 To avoid branding the project as unsuccessful and outside of the targets and
requirements

 To practice flexibility and coping mechanisms
 To adapt the objectives and the project so that it remains achievable.
Review changes
When adjustments and allowances have been made for a project’s quality, you will likely
have to report on the progress of the project as a whole or the elements of the project
that concern the adjustment; this is to determine whether the change was justified and to
manage any additional variances that may occur. By implementing a change and
monitoring the operation of the project after this point,
you can assess how successful the change and
management was, thus developing your quality-
management processes and strategies.
Reporting on the progress throughout the project’s life

cycle will enable you to determine whether further changes
need to be made and will assess the suitability and
achievability of the quality outcomes.
You may have to report this information to the project

manager or other member of personnel responsible for
quality management.
Reviewing the project
Project outcomes should be reviewed in an ongoing way in

order to assess the effectiveness of quality management
activities.
During a project, this means assessing whether the project

is on track to achieve the project goal(s) within given
parameters; if the project is on track or doing better than expected, then the quality
management is currently working effectively.
After a project, this means assessing whether the project achieved its outcomes and
quality criteria; if it has, then the quality management can be considered successful.
You can determine the effectiveness of the quality management by using various tools and
methodologies to assess the quality of the project, as explained throughout this unit.
Video
Project Management Review Secrets - Faster, Smarter Project Reviews
Quality management tools may include:

 Cause and effect diagram:
o Fishbone
o Ishikawa

 Control charts
 Flowcharting
 Histogram
 Pareto chart
 Run chart
 Scatter diagram.
Quality management methodologies may include:

 Continuous improvement process
 Lean management
 Six Sigma
 Total Quality Management.
Assessing the effectiveness of quality management in

an ongoing manner contributes to continuous
improvement; where issues are identified and
resolved, an improvement has been made. Identifying
poor performance and implementing a resolution
prevents standards slipping and project quality
becoming habitually poor.
Each project should be examined in terms of quality in

order to gain the maximum benefit of continuous
improvement.
Lessons learned
Lessons learned from previous activities can be

incredibly useful in future projects and can save time, money and effort.
By reviewing projects thoroughly you can identify lessons learned; this usually involves
identifying things that went well and things that didn’t go so well.
Things that went well should be replicated as far as possible in future projects and even
developed, if appropriate
Things that didn’t go well should be avoided in future projects. The solutions to these
problems should be recorded so that they can be implemented in future projects, if
required.

Video
How to Capture Lessons Learned at the End of a Project

https://www.youtube.com/watch?v=DBUqW_ek4hI&t=25s
Quality management lessons learned may include:

 Identifying what went well and why
 Identifying what went not so well and why
 Identifying what went wrong and why
 Areas for development:
o Necessary
o Recommended for development
 Making contingency plans for incidents that could reoccur.
Document the lessons learned
Once you have identified the lessons learned you should document them so that they are
recorded and can be accessed and implemented by anyone involved in future projects.
How you document lessons learned may depend upon organisational procedure and the
nature of the lesson; simple lessons may not need any documentation at all, while more
significant and complex lessons may require reports and training sessions.
Information on the lessons learned should be recorded and included with the project
documentation as it is finalised. This documentation will be used by project manager to
implement lessons learned in future projects, by training and informing staff and
incorporating it into future project planning.
By documenting this information and reporting on what the problem was, how it was
discovered, how it was resolved and how much time and money it cost, the project
manager and other managers can form a contingency plan to deal with further similar
issues that may occur.
Lessons learned can only benefit future projects if they are recorded and implemented
properly. Where you are able, you should ensure that yourself and others take heed of
lessons learned and use them to improve your quality management.

Improvements
Improvements are solutions and better practices that are developed from lessons learned
and previous experience in quality management.
Improvements may include:

 Formal practices, such as total quality management or
continuous improvement
 Improvement by less formal processes that enhance both the

product quality and processes of the project.
Again, these must be developed, communicated and

implemented in order to be effective and to improve quality management and its
processes.
Total Quality Management (TQM)
Total Quality Management is a management style based upon the notion that all
employees and members are focused on maintaining high standards and quality in all of
their work.
Quality management and continuous improvement are constant efforts, rather than short-
term goals and should be integrated into all aspects of the organisation’s work and
projects.
Where your organisation operates a TQM system you should work with it to refine and
improve processes and hence overall project quality.
What is a quality management system (QMS)?
Identify three (3) objectives of a QMS
Outline three (3) steps to maintain QMS
Why is important to review processes?
What are the four (4) phases of a project’s life cycle?

Week 6
Topics:
 Recap
Watch the video:

Video Seven Quality Management principles
https://www.youtube.com/watch?v=TivDqV6GG9M
Quality Management - Quality Assurance
https://www.youtube.com/watch?v=0hzqHwu1i_I
Quality Management - Quality Control
https://www.youtube.com/watch?v=18cN8MZvJRA
10 Commandments of Continuous Improvement
https://www.youtube.com/watch?v=I7O8DdcGVR4&t=247s
Top 5 Types of Project Management Reports
https://www.youtube.com/watch?v=GmI-d2O_O9w&t=30s
Read article/s:
Reading ISO quality management principles
https://www.iso.org/files/live/sites/isoorg/files/store/en/PUB100080.pdf
Quality Assurance and Testing: A Quick Guide
https://www.projectmanager.com/blog/quality-assurance-and-testing
Project Quality Management https://www.pm4dev.com/resources/free-
e-books/5-project-quality-management/file.html
Significance of Keeping Documentation in Project Management
https://project-management.com/significance-of-keeping-
documentation-in-project-management/
Project Status Reports
https://www.projectmanager.com/status-report


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Manage project quality

BSBPMG513 Manage project quality V2 2020 Page 1 of 37

BSBPMG513 Manage project quality V2 2020 Page 2 of 37

This unit describes the skills and knowledge required to

It applies to individuals responsible for managing and leading

Quality Management – Introduction

Quality objectives may be:

 Explicit and implicit performance expectations

BSBPMG513 Manage project quality V2 2020 Page 3 of 37

o Are the project and its deliverables in line with customer

 Explicit and assumed performance requirements

o Specific levels of quality and performance that are usually

o Assumed performance requirements are believed and

 Negotiated trade-offs between cost, schedule and performance

o A common project management realisation is that cost, schedule and

 Organisation, client or sponsor requirements

o All given requirements must be met in order to ensure quality

 Requirements of other stakeholders

o All given requirements must be met in order to ensure quality

 Those quality aspects that may impact on customer satisfaction

o Customer satisfaction is inherently important in many projects and should be the

BSBPMG513 Manage project quality V2 2020 Page 4 of 37

These standards may include:

 Enterprise and industrial agreements

 Industry codes of practice

 Organisational policy, systems and procedures

 Regulations and legislation.

WHAT ARE QUALITY STANDARDS? https://asq.org/quality-resources/learn-about-

A stakeholder is a person or group of people who have an interest in the project.

Examples of project stakeholders may be:

BSBPMG513 Manage project quality V2 2020 Page 5 of 37

How important is the stakeholder?

Communicate with stakeholders

Communication methods may include:

Stakeholder Engagement Tips: 5 Tips For Project Managers

BSBPMG513 Manage project quality V2 2020 Page 6 of 37

Documentation of quality metrics

- charting processes and defining process variation

- charts such as – flow charts, Histograms, Pareto, control etc.

Other components include:

- validation of the methodology

- ensuring output meets client requirements

- change management strategies

- maintenance of documentation and records

BSBPMG513 Manage project quality V2 2020 Page 7 of 37

QUALITY METRICS TEMPLATE

WHAT ARE PERFORMANCE METRICS? https://asq.org/quality-resources/metrics

Identification of quality requirements:

- requires consultation with clients and key stakeholders

Quality Definition Table

This can include:

Quality Measurement Unit measure and Units compromised

Quality criteria may include:

BSBPMG513 Manage project quality V2 2020 Page 8 of 37

 Legislation and regulation requirements.

Australian and international standards

Industry and organisational policies and practices