Project quality management

The core concept

Project quality management needs to take into account both project management and project deliverables. It is applicable to all projects, regardless of the characteristics of project deliverables. Quality measurement methods and techniques are specific to the type of deliverables produced by the project. No matter what project, if the quality requirements are not met, it will bring serious consequences to some or all of the relevant parties of the project: 1. Overworking the project team to meet customer requirements can lead to reduced profits, increased overall project risk, and employee fatigue, errors, or rework. 2. Hasty completion of scheduled quality inspection in order to meet the project schedule may result in inspection omissions, decreased profits, and increased subsequent risks. Quality and grade are not the same concept. Quality, as the performance or result of implementation, is “the degree to which a series of internal characteristics meet the requirements”. A hierarchy, as a design intent, is a hierarchy of deliverables with the same purpose but different technical characteristics. The project manager and project management are responsible for trade-offs to achieve both the required level of quality and grade. The level of quality does not meet the quality requirements is certainly a problem, and low grade products are not necessarily a problem. For example: 1. A low grade (limited function) product with high quality (no obvious defects) may not be a problem. This product is suitable for general use. 2. A high grade (lots of features) product of low quality (lots of defects) may be a problem. The function of the product will be ineffective and inefficient due to poor quality. Prevention is better than examination. It is better to design quality into deliverables than to find quality problems during inspections. The cost of preventing errors is usually much lower than the cost of finding and correcting errors during inspection or use. Depending on the project and industry area, the project team may need to have practical knowledge of statistical control processes in order to evaluate the data contained in the output of control quality. The project management team should understand the following differences: 1. Prevention: ensure that no errors occur during the process; check: ensure that errors do not fall into the hands of customers. Attribute sampling: The result is pass or fail variable sampling: indicate the position of the result on a continuous scale, indicating the degree of pass 3. Tolerance: Acceptable range of results Boundaries of control: boundaries of a statistically stable process or common variation in process performance Cost of quality (COQ) includes all costs incurred during the life of a batch to prevent nonconformance, to evaluate whether a product or service meets requirements, and to fail to meet requirements (rework). Failure costs are typically classified as internal (discovered by the project team) and external (discovered by the customer). The cost of failure also becomes the cost of inferior quality. Organizations choose to invest in defect prevention because it benefits the product life cycle. Because of the temporary nature of projects, COQ decisions for the product lifecycle are often the focus of project management, portfolio management, PMO, or operations. The level of focus on quality management, in ascending order of effectiveness, is as follows: 1. Usually, the most expensive approach is to let the customer find the defect. This approach can lead to warranty issues, recalls, damaged goodwill and rework costs. 2. The quality control process involves testing and correcting defects before delivering deliverables to the customer. There are costs associated with this process, mainly assessment costs and internal failure costs. 3. Go through the quality assurance inspection and correct the process itself, not just specific defects. 4. Integrate quality into project and product planning and design. 5. Create a culture of focus and commitment to the implementation process and product quality throughout the organization.

Trends and emerging practices

Modern quality management methods seek to narrow differences and deliver results that meet the requirements of established stakeholders. Trends in project quality management may include:

Customer satisfaction

Understand, evaluate, define and manage requirements in order to meet customer expectations. This requires a combination of “compliance” (ensuring the intended outcome of the project’s output) and “fit for purpose” (the product or service must meet actual needs). In an agile environment, stakeholders work with the project management team to ensure customer satisfaction throughout the project

Continuous improvement

The “plan-implementation-inspect-action PDCA” cycle proposed by Hughart and perfected by Deming is the basis of quality improvement. In addition, such as TQM in total Quality group. Quality improvement initiatives such as Six Sigma and Lean Six Sigma can also provide quality of project management as well as quality of final products, services or results

Management responsibilities

The success of the project requires the participation of all project team members. Management, within its quality responsibility, has the corresponding responsibility to provide adequate resources for the project

Mutually beneficial relationships with suppliers

The organization is interdependent with its suppliers. Partnerships with suppliers are more beneficial to both the organization and the supply than traditional supplier management. Organizations should focus on long-term relationships rather than short-term benefits. Mutually beneficial partnerships increase the ability of valuation and suppliers to create value for each other, pushing them together to achieve customer libraries and expectations, and optimizing costs and resources.

Cutting considerations

Policy compliance and audit

Standards and regulatory compliance

Continuous improvement

Participation of interested parties

Considerations about agile/adaptive environments

In order to guide change, agile methods require multiple quality and audit steps throughout the Project, rather than at the end of the project. Cyclic review, regularly check the results of the quality process; Find the root cause of the problem and recommend new quality improvement methods. Follow-up review meetings assess the pilot process to determine whether it is feasible, should be continued, or adjusted, or directly initiated. In order to facilitate frequent incremental delivery, agile methods focus on working in small batches, incorporating as many elements of project deliverables as possible. Small-batch systems are designed to detect inconsistencies and quality issues early in the project lifecycle when overall change costs are low.

Project quality management

8.1 Planning quality management

Program quality management is the process of identifying quality requirements and standards for a project and its deliverables and describing in writing how the project will demonstrate compliance with quality requirements and standards. The primary role of this process is to provide guidance and direction on how to manage and verify quality throughout the project. This process is performed only once or at predefined points in the project. Quality planning should be carried out in parallel with other planning processes. For example, proposed changes to deliverables to meet established quality standards may require adjustments to the cost or schedule plan and a detailed risk analysis of the impact of the change on the related plan.

The input

• The project Charter includes a high-level description of the project and product characteristics. It also includes project approval requirements, measurable project objectives, and associated success criteria that can influence project quality management.

• Project management Plan

  • Requirements management plan Requirements management plan provides methods to identify, analyze, and manage requirements for reference in quality management plans and quality measurement indicators.

  • Risk Management Plan A risk management plan provides methods for identifying, analyzing, and monitoring risks. Translating risk management plan and quality management plan information into results contributes to the successful delivery of products and projects.

  • Stakeholder participation in the program Stakeholder participation in the program provides a means of documenting the needs and expectations of stakeholders and lays the foundation for quality management.

  • The scope benchmark takes into account the deliverables documented in the WBS and the project Scope Statement in determining the quality standards and objectives applicable to the project and in determining the project deliverables and processes that require a quality review. The scope statement contains acceptance criteria for deliverables. The definition of this standard may result in a significant increase or decrease in the cost of quality and thus the project cost. Meeting all acceptance criteria means meeting the needs of interested parties.

• The project file

  • Assume that logging assumes that logging has all the assumptions and constraints associated with compliance with quality requirements and standards.

  • Requirements documentation Requirements documentation documents the requirements that the project and product should meet in order to meet the expectations of stakeholders. This includes, but is not limited to, the quality requirements for the project and product. These requirements help the project team plan how they will implement project quality control.

  • Requirements tracking matrix The requirements tracking matrix connects product requirements to deliverables and helps ensure that requirements in the documentation are tested. The matrix provides an overview of verifying that requirements are required tests.

  • Risk Register The risk register contains information on various threats and opportunities that may affect quality requirements.

  • Register of Interested Parties A register of interested parties helps to identify interested parties with a particular interest in or influence on quality, with a particular focus on the needs and expectations of customers and project sponsors.

• Business environment factor

  • Government regulations

  • Rules, standards, and guidelines for specific application areas

  • The geographical distribution of

  • The structure of the organization

  • Market conditions

  • The working or operating conditions of the project or deliverable

  • Cultural concept

• Organizational process assets

  • An organization’s quality management system, including policies, procedures and guidelines

  • Quality templates, such as check tables, trace matrices, and others

  • Historical databases and lessons learned repositories

Tools and Techniques

• Expert judgment

  • Quality assurance

  • The quality control

  • Quality measurement results

  • Quality improvement

  • The quality system

• The data collection

  • Benchmarking benchmarking is the comparison of actual or planned project practices or project quality standards with comparable project timelines in order to identify best practices, develop suggestions for improvement, and provide a basis for performance appraisal. Benchmarking projects can come from within or outside the executing organization, or from the same application area or other application areas. Benchmarking also allows analogies between projects in different application domains or industries.

  • brainstorming

  • interview

• The data analysis

  • Cost-benefit analysis Cost-benefit analysis is a financial analysis tool used to estimate the strengths and weaknesses of alternative options in order to determine the options that will create the best benefits. Cost-benefit analysis helps project managers determine whether planned quality activities are cost effective. The main benefits of meeting quality requirements include reduced rework, increased productivity, reduced costs, increased stakeholder satisfaction, and improved profitability. To conduct a cost-benefit analysis of each quality activity is to compare probable costs with expected benefits.

  • COQ is able to find the right investment balance between prevention cost and evaluation cost, wardrobe to avoid failure cost. The relevant models indicate that most project quality costs, designed to invest in additional prevention/assessment costs, are neither beneficial nor cost-effective.

    • Prevention costs Costs associated with prevention of poor quality products, deliverables, or services for a particular project.

    • Estimate costs Assess, measure, audit, and test the costs associated with a product, deliverable, or service for a particular project.

    • Failure costs (internal/external) Costs associated with a product, deliverable, or service that does not match the needs or expectations of the parties concerned.

• Decision making

  • Multi-criteria decision analysis Multi-decision analysis tools such as finite matrices can be used to identify key issues and appropriate alternatives and prioritize alternatives through a series of decisions. The criteria are sorted and weighted, and then applied to all alternatives. The mathematical score of each alternative is calculated, and then the alternatives are sorted according to the score. In this process, it helps to prioritize quality test indicators.

• The data show

  • Flowchart A flowchart, also known as a process diagram, is used to show the sequence of steps and possible branches needed to transform one or more inputs into one or more outputs. It maps the process details of the horizontal value chain to show activities, decision points, powdery cycles, parallel paths, and order of processing. Flow charts may help to understand and estimate the quality cost of a process by estimating the quality cost of logical branches of the work strand and its relative frequency. These logical branches subdivide the consistent and inconsistent work that needs to be done to achieve the desired output. When used to show process steps, flow charts are also called process flow charts or process flow diagrams to help improve the process and identify kennel quality defects or areas that can be included in quality checks.

  • Logical Data Models logical data models visualize organizational data, described in a business language, independent of any particular technology. Not dependent on any particular technology. Logical data models can be used to identify where data integrity or other quality issues may arise.

  • Matrix diagram The matrix diagram shows the strength of the relationship between factors, causes, and goals at the intersection of columns and columns. Depending on the number of factors available for comparison, the project manager can use different shaped matrices, such as L/Y/X/T/C and roof matrices. In the process, they help identify quality test metrics that are critical to project success.

  • Mind mapping Mind mapping is a graphical technique used to visualize organizational information. A quality mind map is usually created based on a single quality concept, an image drawn in the middle of a blank page, followed by additional ideas in the form of images, words, or terms. Mind mapping techniques can help quickly gather project quality requirements, constraints, dependencies, and connections.

• Planning of Tests and Inspections During the planning phase, the project manager and the project team decide how to test or inspect the product, deliverables, or services to meet the needs and expectations of the interested parties, and how to meet the performance and reliability goals of the product. Different industries have different tests and inspections, which may include alpha and beta testing for software projects, strength testing for construction projects, inspection for manufacturing and field testing, and non-damage testing for engineering.

• Meetings The project team can hold planning meetings to develop a quality management plan. Attendees may include the project manager, project sponsor, selected project team members, selected stakeholders, project quality management activity leaders, and other necessary personnel.

The output

• Quality Management Plan A quality management plan is a component of a project management plan that describes how applicable policies, procedures, and guidelines-are implemented to achieve quality objectives. It describes the activities and resources required by the project management team to achieve a set of project quality goals. The quality management plan can be formal or informal, very detailed or highly general, depending on the specific needs of the project. The quality management plan should be reviewed early in the project to ensure that decisions are based on accurate information. The benefits of this are a greater focus on the value proposition of the project and a reduction in cost overruns and schedule delays due to rework.

  • Quality standards adopted by the project

  • Quality objectives of the project

  • Quality roles and responsibilities

  • Project deliverables and processes requiring quality review

  • Planned quality control and quality activity management activities for the project

  • Quality tools used in the project

  • Major project-related procedures, such as nonconformance handling, corrective action procedures, and continuous improvement procedures.

• Quality measurement Indicators Quality test indicators are dedicated to describing project or product attributes and how the control quality process will verify compliance. Examples of quality test metrics include percentage of on-time completion, cost performance as measured by CPI, failure rate, number of daily defects identified, total downtime per month, error per Malaysia airlines, customer satisfaction score, and percentage of requirements covered by the test plan (test coverage)

• Update the project management plan

  • Risk management plan

  • Scope benchmarks May change as a result of this process if specific quality management activities need to be added. The quality requirements for WBS dictionary records may need to be updated.

• Project file update

  • Register of lessons learned

  • Requirements Tracking matrix The quality requirements established by this process are recorded in the requirements tracking matrix

  • Risk register

  • Register of Interested Parties

8.2 Management Quality

Managing quality is the process of applying an organization’s quality policy to projects and translating quality management plans into actionable quality activities. The main role of this process is to improve the likelihood of achieving quality objectives and to identify ineffective processes and causes of poor quality. Managing quality Uses data and results from the quality control process to demonstrate the overall quality status of the project to stakeholders. This process needs to be carried out throughout the project. Management quality is referred to as quality assurance, but management quality is defined more broadly than quality assurance as it applies to non-project work. In project management, quality assurance focuses on the processes used by the project and aims to efficiently execute the project process, including complying with and meeting standards and assuring stakeholders that the final product will meet their needs, expectations and requirements. Managing quality includes all quality assurance activities related to Marine product design and process improvement. The work of managing quality belongs to the consistency work of quality cost framework. Manage quality Process Implement a set of planned and systematic actions and processes defined in the project quality management plan that contribute to: 1. Design an optimal mature product by implementing design guidelines regarding specific aspects of the product 2. Build confidence that future output through quality assurance tools and techniques can meet specific needs and expectations at the time of completion 3. 4. Improve the efficiency and effectiveness of processes and activities in order to achieve better results and performance and improve the satisfaction of related parties. Project managers and project teams can perform certain management quality activities, such as failure analysis, experimental design, and quality improvement, through the organization’s quality assurance department or other organizational functions. Quality assurance departments often have cross-organizational experience in the use of quality tools and techniques and are good project resources. Managing quality is recognized as a shared responsibility of all, including the project manager, the project team, the project sponsor, the management of the executing organization, and even the client. Everyone has a role to play in managing project quality, although the number and workload of these roles vary. The degree of involvement in quality management depends on the industry and project management style. In agile projects, quality management is performed by all team members throughout the project; But in traditional projects, quality management is usually the responsibility of specific team members.

The input

• Project management Plan

  • Quality Planning A quality management plan defines an acceptable level of project and product quality and describes how to ensure that deliverables and processes achieve this level of quality. The quality management plan also describes the disposition of nonconforming products and corrective actions to be taken.

• The project file

  • Register of lessons learned

  • Quality control Measurement Results Quality control measurement results are used to analyze and evaluate whether the quality of the project process and deliverables conforms to the standards or specific requirements of the executing organization. The quality control test results also help to analyze the process by which these measurements are produced to determine the accuracy of the actual measurements.

  • Quality measurement index Verification quality test index is a part of the quality control process. Based on these quality test metrics, the management quality process sets the project’s test scenarios and deliverables to be used as a basis for improvement initiatives.

  • Risk reports

• Organizational process assets

  • An organization’s quality management system that includes policies, procedures, and guidelines

  • Quality templates, such as check sheets, trace matrices, test plans, test files, and other templates

  • Results of previous audits

  • A repository of lessons learned that contains similar project information

Tools and Techniques

• The data collection

  • Checklist CHECKLIST a checklist is a structured tool that lists specific components to verify that a required series of steps has been performed or to check that a list of requirements has been met. Checklists can be complex or simple based on project requirements and implementations. Many organizations have standardized checklists to standardize the performance of recurring tasks. In some application areas, checklists may also be obtained from professional associations or commercial service organizations, and quality checklists should cover acceptance criteria defined in the scope benchmark.

• The data analysis

  • Alternative analysis This technique is used to evaluate identified alternatives to learn which quality options or methods are most appropriate.

  • Document analysis Analysis of the different documents produced by the project control process, such as quality reports, test reports, I small bog, and deviation analyses, can highlight processes where expenditures may be out of control and prevent the project team from meeting specific requirements or stakeholder expectations.

  • Process analysis Process analysis identifies process improvement opportunities and examines problems, constraints, and non-value-added activities encountered during the process.

  • Root cause analysis RCA root cause analysis is an analytical technique for determining the root cause of deviation, lack of money, or risk. Multiple deviations, defects or risks may arise from a single root cause. Root cause analysis can also be used as a technique to identify the root cause of a problem and resolve it. Eliminating all root causes can prevent problems from recurring.

• Decision making

  • Multi-criteria decision analysis In discussing alternatives that affect project or product quality, multi-criteria decisions can be used to evaluate multiple criteria. Project decisions can include choosing between different execution scenarios or suppliers, and product decisions can include assessing life cycle costs, schedule, stakeholder satisfaction, and risks associated with resolving product defects.

• The data show

  • Affinity maps can classify the causes of potential defects and show the areas of greatest concern.

  • Causality diagram Causality diagram is also called fishbone diagram, WhyWHY analysis diagram and Ishikawa diagram. The cause of the problem statement is decomposed into discrete branches, with the subject identifying the main cause or root cause of the problem.

  • Flowchart The flowchart shows the sequence of steps that can cause a defect

  • Histogram A histogram is a bar chart of digital data that can show the number of defects per deliverable, the ranking of causes of defects, the number of non-compliance of various processes, or other manifestations of a project or product defect.

  • Matrix diagram The matrix diagram shows the strength of the relationship between factors, causes, and goals at the intersection of columns and columns.

  • Scatter diagram A scatter diagram is a graph showing the relationship between two variables. The tower can show the relationship between two axes, one axis representing any element of a process, environment, or activity, and the other axis representing a quality defect.

• Audit Audit is a structured and independent process for determining whether a targeted activity is in compliance with the organization’s and project’s policies, processes, and procedures. Quality audits are usually carried out by teams outside the project, such as the organization’s internal audit department, the PMO, or auditors outside the organization. The objectives of quality audits may include: 1. Identify all ongoing good and best practices 2. Identify all non-compliance practices and gaps set less than 3. Share good practices from similar projects in the organization and industry 4. Actively and proactively assist in improving process execution to help the team become more productive 5. Emphasize that each audit should contribute to the accumulation of an organization’s knowledge base of lessons learned. Follow-up actions to correct problems can reduce the cost of quality and improve the acceptance of project products by the sponsor or customer. Quality design can be arranged or random; May be done by internal or external auditors. Quality design also confirms the implementation of approved change requests, including updates, corrective actions, defect remediation, and preventive actions.

• Design for X (design for X (DfX are some of the columns can be used during product design technical guidelines, aimed at optimization design of specific aspects, can control or improve product features, eventually DfX X can be different aspects of product development, such as reliability, distribution, manufacturing, assembly, cost, service, availability, safety and quality, DfX can reduce costs, improve quality, and improve performance and customer satisfaction.

• Problem solving Problem solving Finding a solution to a problem or challenge. It includes other information on the phone, critical thinking, creative, quantitative and logical solutions. Effective and systematic problem solving is an essential element of quality assurance assurance and quality improvement. Problems may be identified during quality control processes or quality audits, or may be related to processes or deliverables. Using a structured problem solving approach helps eliminate problems and create lasting solutions. Problem resolution prevention usually includes the following elements: 1. defining the problem 2. identifying the root cause 3. Generate possible solutions 4. Select the best solution 5. Execute solution 6. Verify the effectiveness of the solution

• Quality improvement methods Quality improvement can be carried out on the basis of quality control process discovery and recommendations, quality audit findings, or management quality process problem solving. Plan-implement-inspect-action and Six Sigma are the two quality improvement tools most commonly used to analyze and evaluate improvement opportunities.

The output

• Quality report quality may be graphics, data, or finalize the design file, which contains information to help process and other departments to take corrective measures, in order to realize the project quality expectations, information quality reports can contain team reported to quality management, in view of the process, the improvement of the project and product advice, corrective measures (including rework, defect/holes not, 100% inspection, etc.) and an overview of what was found during the quality control process.

• Test and evaluation files can be created based on industry requirements and organizational templates. They are inputs to the control quality process and are used to assess the achievement of quality objectives. These documents may include specialized checklists and detailed requirements tracking matrices.

• Request for Change If a change occurs during the management quality process that may affect any component of the project management plan, project documentation, or the project/product management process, the Project manager shall submit the request for change and follow the implementation of the overall change control process.

• Project Management Plan update Any changes to the project management plan are made in the form of a change request and are processed through the organization’s change control process.

  • The quality management plan may require modification of the agreed quality management approach to the actual structure.

  • Scope benchmarking Scope benchmarking may change as a result of specific quality management activities.

  • Schedule Baseline Schedule baseline may change as a result of specific quality management activities.

  • Cost baseline The cost baseline may change as a result of specific quality management activities.

• Project file update

  • Problem log New problems raised during this process are recorded in the problem log

  • Challenges encountered in the lessons Learned register project, ways in which they should have been circumvented, and good quality management practices need to be documented in the lessons learned register

  • Risk Register New risks identified during this process are recorded in the Risk Register and managed through the risk management process.

8.3 Quality Control

Quality control is the process of monitoring and recording the results of quality management activities in order to evaluate performance and ensure that project outputs are complete, correct and meet customer expectations. The main function of this process is to verify that the project deliverables and work have met the quality requirements of the key stakeholders and are ready for final inspection. A quality control process to determine whether the project outputs are meeting the intended purpose and that these outputs are meeting all applicable standard tiles, requirements, regulations and codes shall be carried out throughout the project. The purpose of the quality control process is to measure the integrity, compliance and suitability of a product or service prior to user acceptance and final delivery. This process verifies conformance and compliance with specifications described at the planning stage by measuring all steps, attributes and variables. Quality control shall be carried out throughout the project with reliable data to demonstrate that the project has met the sponsor’s or customer’s acceptance criteria. The degree of quality control effort and enforcement may vary depending on the industry and project management style. For example, the food, medical, transportation and nuclear industries may have more stringent quality control procedures and work more extensively to meet standards than other industries; In an Agile project, quality control activities may be performed by all team members throughout the project lifecycle, whereas in a waterfall project, quality control activities are performed by specific team members at specific points in time or near the end of the project or phase.

The input

• Project management document

  • Quality management plan

• The project file

  • Register of lessons learned

  • Quality measurement criteria A term used to describe the attributes of a project or product and how the control quality process will verify compliance.

  • Test and Evaluation Documents Test and evaluation documents are used to evaluate the achievement of quality objectives.

• The approved change request is too heavy in implementing the overall change. Update the change log to show which changes have been approved and which changes have not been approved. The approved change request may include various corrections, such as defect remediation, revised methodology and revised schedule. If the steps are incomplete or incorrect when completing local changes, consistency and delay may result. The implementation of approved change requests needs to be verified and verified for completeness, correctness, and retesting.

• deliverables Deliverables is in a process, phase, or project completed, must eliminate any unique and verifiable product, result or service ability, as the output of the working process of the direct and manage project deliverables will be inspected, and the acceptance standard for comparison of the definition of project scope statement.

• Job performance data Job performance data includes product status data, such as observations, quality test indicators, technical performance measurements, and project quality information about schedule performance and cost performance.

• Business environment factor

  • The PMIS; Quality management software can be used to track errors and discrepancies in roots or deliverables

  • Government regulations

  • Magistrate rules, standards, and guidelines for specific application areas

• Organizational process assets

  • Quality standards and policies

  • Quality templates, such as checklists, checklists, etc

  • Problem and defect reporting procedures and communication policies

Tools and Techniques

• The data collection

  • Checklist Checklist helps to manage and control quality activities in a structured manner

  • Check sheet A check sheet, also known as a technical sheet, is used to arrange matters properly in order to effectively collect useful data on potential quality problems. When inspections are carried out to identify them, it has been shown to be particularly convenient to collect attribute data using checklists, such as data on the number or consequences of defects.

  • Statistical sampling Statistical sampling refers to the selection of partial samples from the target population for inspection, and samples are used to measure control and confirm quality. The frequency and size of sampling shall be determined during the planning quality management process

  • Questionnaire Surveys can be used to collect data on customer satisfaction after a product or service has been deployed. The defect-related costs identified in the questionnaire can be regarded as external failure costs in the COQ model, which will have an impact on the organization beyond the cost itself.

• The data analysis

  • Performance Review Performance review measures, compares and analyzes quality measures defined in the planning quality management process against actual results.

  • Root cause analysis RCA root cause analysis is used to identify the cause of defects

• Inspection Inspection refers to the inspection of work products to determine compliance with written standards. The results of the inspection usually include relevant measurements and can be carried out at any level. You can examine the results of individual activities as well as the final product of a project. Inspection can also be referred to as a review, peer review, audit, or inspection, but in some applications these terms have a narrower and more specific meaning. Inspections may also be used to confirm defect remediation.

• Testing/Product evaluation Testing is an organized, structured survey designed to provide objective information about the product or service under test based on the requirements of the project. The purpose of testing is to identify errors, defects, loopholes, or other non-compliance issues in products or services. The type, number, and extent of tests used to assess township needs are part of a project quality plan, depending on the nature of the project, practice, budget, or other constraints. Testing can occur throughout the project, as different components of the project become available, or at the end of the project (and delivery of the final deliverable). Early testing helps identify noncompliance issues and helps examine the cost of fixing noncompliant components. Different areas require different tests. For example, software testing may include unit testing, inheritance testing, black box testing, white box testing, interface testing, regression testing, alpha testing, etc.; In construction projects, tests may include cement strength tests, concrete workability tests, non-damage tests conducted at construction sites to test the bonding quality of hardened concrete, and soil tests; In hardware development, testing may include environmental stress screening, aging testing, system testing, and so on.

• The data show

  • Causal diagrams Causal diagrams are used to identify structures that may result from quality defects and errors

  • Control charts Control charts are used to determine whether a process is stable or has predictable performance. The upper and lower limits of the rules are defined as required and reflect the maximum and minimum allowable. Upper and lower control boundaries differ from specification boundaries. The control boundary, determined by standard statistical calculations according to standard statistical principles, represents the natural fluctuation range of a stable process. Based on the calculated control boundaries, the project manager and stakeholders can identify checkpoints requiring corrective action to prevent performance that is not within the control boundaries. Control charts can be used to detect various types of output variables, and while they are most commonly used to track repetitive activities in batch production, they can also be used to detect cost and schedule deviations, yield, frequency of range changes, or other management efforts to help determine whether the project process is under control.

  • histogram

  • A scatter diagram

• The meeting

  • Review approved change Requests All approved change requests are reviewed to verify that they have been implemented as approved, that partial changes have been completed, and that all parts have been executed, tested, completed, and formalized.

  • Retrospectives/lessons learned Meetings held by the project team to discuss: 1. Success factors of the project/phase 2. Areas for improvement 3. What can be added to current and future projects 4. What can be added to organizational process assets

The output

• Quality control Measurement Results The measurement structure of quality control is a written record of the results of quality control activities and shall be recorded in a format established in the quality management plan.

• One purpose of the verified deliverables quality control process is to determine the correctness of the deliverables. The result of carrying out the quality control process is a suitable deliverable, which in turn is an input to the qualification scope process for formal acceptance. If there are any change requests or improvements related to the deliverables, the changes may be implemented, inspected and re-verified.

• Work performance Information The work performance information includes information about the implementation of project requirements, reasons for rejection, requested rework, proposed corrective action, list of verified deliverables, status of quality test indicators, and process adjustment requirements.

• Request for Change If a change occurs during the quality control process that may affect any component of the project management plan or project documentation, the Project Manager shall submit a request for change and shall review and process the request by implementing an overall change control process.

• Project Management Plan update Any changes to the project management plan are made in the form of a change request and are processed through the organization’s change control process.

  • Quality management plan

• Project file update

  • Problem logging Deliverables that fail to meet quality requirements multiple times are usually logged as problems.

  • Register of lessons learned

  • Risk register

  • This process may result in changes to the test and evaluation files to make future tests more effective.