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-1-ocumentsD“allactivitiesoftheoverallmanagementfunctionthatdeterminethequalitypolicy,objectives,andresponsibilitiesandimplementsthembymeanssuchasqualityplanning,qualitycontrol,qualityassurance,andqualityimprovement,withinthequalitysystem”.Figure8-lprovidesanoverviewofthefollowingmajorprojectqualitymanagementprocesses:8-18.lQualityPlanning—identifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem.8.2QualityAssurance—evaluatingoverallprojectperformanceonaregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandards.8.3QualityControl—monitoringspecificprojectresultstodetermineiftheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformance.-2-ocumentsD(ISO)asdetailedintheISO9000and10000seriesofstandardsandguidelines.Thisgeneralizedapproachshouldalsobecompatiblewith(a)proprietary1approachestoqualitymanagementsuchasthoserecommendedbyDeming,Juran,Crosby,andothers,and(b)non-proprietaryapproachessuchasTotalQualityManagement(TQM),ContinuousImprovement,andothers.ISOISO900010000(a)Deming,Juran,Crosby(b)TQMProjectqualitymanagementmustaddressboththemanagementoftheprojectandtheproductoftheproject.Failuretomeetqualityrequirementsineither1a.-3-ocumentsD“thetotalityofcharacteristicsofanentitythatbearonitsabilitytosatisfystatedorimpliedneeds”.Acriticalaspectofqualitymanagementintheprojectcontextisthenecessitytoturnimpliedneedsintostatedneedsthroughprojectscopemanagement,whichisdescribedinChapter5.5Theprojectmanagementteammustbecarefulnottoconfusequa1itywithgrade.Gradeis“acategoryorrankgiventocntitieshavingthesamefunctionalusebutdifferentrequirementsforquality”.Lowqualityisalwaysaproblem;lowgrademaynotbe.Forexample,asoftwareproductmaybeofhighquality(noobviousbugs,readablemanual)andlowgrade(alimitednumberoffeatures),oroflowquality(manybugs,poorlyorganizeduserdocumentation)andhighgrade(numerousfeatures).Determininganddeliveringtherequiredlevelsofbothqualityandgradearetheresponsibilitiesoftheprojectmanagerandtheprojectmanagementteam.-4-ocumentsD:zCustomersatisfaction—understanding,managing,andinfluencingneedssothatcustomerexpectationsaremetorexceeded.Thisrequiresacombinationofconformancetospecifications(theprojectmustproducewhatitsaiditwou1dproduce)andfitnessforuse(theproductorserviceproducedmustsatisfyrealneeds).zPreventionoverinspection—thecostofavoidingmistakesisalwaysmuchlessthanthecostofcorrectingthem.zManagementresponsibility—successrequirestheparticipationofallmembersoftheteam,butitremainstheresponsibilityofmanagementtoprovidetheresourcesneededtosucceed.zProcesseswithinphases—therepeatedplan-do-check-actcycledescribedbyDemingandothersishighlysimilartothecombinationofphasesandprocessesdiscussedinChapter3,ProjectManagementProcesses.Deming---PDCA32n.-7-ocumentsD(e.g.,TQM,ContinuousImprovement,andothers)canimprovethequalityoftheprojectmanagementaswellasthequalityoftheprojectproduct.TQMHowever,thereisanimportantdifferencethattheprojectmanagementteammustbeacutelyawareof—thetemporarynatureoftheprojectmeansthatinvestmentsinproductqualityimprovement,especiallydefectpreventionandappraisal,mustoftenbebornebytheperformingorganizationsincetheprojectmaynotlastlongenoughtoreap3therewards.8.1QualityPlanningQualityplanninginvolvesidentifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem.Itisoneofthekeyfacilitatingprocessesduringprojectplanning(seeSection3.3.2,PlanningProcesses)andshouldbeperformedregularlyandinparallelwiththeotherproject