This study aid was created as a guide to the Perform Quality Assurance process as part of the PMBOK for PMP certification. Please note that slides 2 and 8 have animations that Slide Share does not handle. To work around this I have followed each animation slide with a single slide for each part of the animation - in other words you can ignore slides 2 and 8.

1. Continuously auditing a project’s plan and
process to ensure the required output can be
completed within the expected quality standards
Perform Quality Assurance
Jay Leask
http://jay.leask.com
@jayleask McLean, VA
Social and Collaboration Strategist
Booz
Allen with Booz Allen Hamilton
Project Quality Management - Perform QA 1

2. Introduction Continuous Improvement Models
Baldrige Model
 Quality Assurance ≠ Quality Control *
Created Quality Assurance model isImprovement high-level categories
Continuous defined by seven
by Malcolm Baldrige, this Quality Control
including: leadership; strategic planning; customer focus; measurement, analysis, and
 Things that are Assessed:workforce focus; operations focus; and results.
knowledge management;
http://www.baldrige.com/baldrige-model-item-by-item/
– Processes the test is not performed a Testing the flavor, consistency,
Quality Assurance results and
Reviewing
single time during the life of a
– Education used to test the product
processes color, fizz, and bottle to ensure the
Organizational Project Management Maturity Model (OPM3) every
project, but performed as a
to ensure quality standards can same experience is had
– Quality Control Resultsthroughout the time the consumer opens their
Maintained by process required designed to optimize project management
continuous PMI, the OPM3 is a tool
be consistently met as
execution by focusinggroup to elements: knowledge; assessment; and improvement.
executing process on three ensure bottle
http://PMI.org/OPM3
 Considerations:
quality standards are consistently met
– Quality Scope (Flavor? Bottle? Delivery?)
effectively.
Capability Maturity Model Integrated (CMMI)
– Metrics for Carnegie Mellon, CMMI provides a standardized approach to evaluating
Created by Assurance
– Assurance Team groups, divisions, and entire organizations; for example, Booz
projects, teams, work
Allen is certified at Maturity Level 3. These levels are standardized to show how
– Timing of the graded element is along the CMMI path. They include: Initial (chaotic);
complete Assurance Testing *
– Required Standards * not official steps); Defined (confirmed business standard);
Repeatable (known but
Managed (quantitative metrics); Optimizing (deliberate process improvement steps).
Project Quality Management - Perform QA 2

3. Introduction
 Quality Assurance ≠ Quality Control *
 Things that are Assessed:
– Processes
– Education
– Quality Control Results
 Considerations:
– Quality Scope (Flavor? Bottle? Delivery?)
– Metrics for Assurance
– Assurance Team
– Timing of Assurance Testing *
– Required Standards *
Project Quality Management - Perform QA 3

4. Quality Assurance Quality Control
Reviewing the test results and Testing the flavor, consistency,
processes used to test the product color, fizz, and bottle to ensure the
to ensure quality standards can same experience is had every
be consistently met as required time the consumer opens their
bottle
Project Quality Management - Perform QA 4

5. Continuous Improvement
Quality Assurance is not performed a
single time during the life of a project,
but performed as a continuous
process throughout the executing
process group to ensure quality
standards are consistently met
effectively.
Project Quality Management - Perform QA 5

6. Continuous Improvement Models
Baldrige Model
Created by Malcolm Baldrige, this model is defined by seven high-level categories
including: leadership; strategic planning; customer focus; measurement, analysis, and
knowledge management; workforce focus; operations focus; and results.
http://www.baldrige.com/baldrige-model-item-by-item/
Organizational Project Management Maturity Model (OPM3)
Maintained by PMI, the OPM3 is a tool designed to optimize project management
execution by focusing on three elements: knowledge; assessment; and improvement.
http://PMI.org/OPM3
Capability Maturity Model Integrated (CMMI)
Created by Carnegie Mellon, CMMI provides a standardized approach to evaluating
projects, teams, work groups, divisions, and entire organizations; for example, Booz
Allen is certified at Maturity Level 3. These levels are standardized to show how
complete the graded element is along the CMMI path. They include: Initial (chaotic);
Repeatable (known but not official steps); Defined (confirmed business standard);
Managed (quantitative metrics); Optimizing (deliberate process improvement steps).
Project Quality Management - Perform QA 6

7. Inputs & Outputs
Quality Mgmt
Plan Quality Control
Quality Metrics
Measurements
Process
Impvmt Plan
Project Document
Updates
Project Management
Plan Updates Change Requests
Work Performance
Information Organizational Process Asset Updates
Project Quality Management - Perform QA 7

8. Tools & Techniques of Process Improvement Models
Examples
 Plan Quality & Perform Quality Control Tools &Six Sigma
Kaizen Lean
Defined Gradual, incremental, and orderly Focus on speed,
TechniquesLeanboth Lean and
Data-driven Combines
Six Sigma
All techniquescontinuous improvement, process areand
used in each efficiency, valid to use here a
methodology with Six Sigma tactics with aim
focused on more value and less elimination of waste focus on reducing to eliminate waste and
waste through process defects and variability variation
improvement & control
 Quality Audits
Objective Small improvements by
Maximizing process Reduce variability Increase quality and reduce
Structured, independent reviews to determine:
optimizing existing systems
speed by reducing through continuous defects/variation while
waste process improvement increasing process speed
– Analysis of bestaction on deviations to
practices utilized withinon project and discussion of known best and efficiency
Tools & Take Take action Defined Processes Combine both Lean and
practices that should be considered to
Methods maintain process control deviations Processes must be Six Sigma tools and
Establish control through maintain process predictable (in methods
– Gaps and shortcomingsProcedures the project
Standard Operating within control statistical control
(SOPs) Eliminate waste with normal
Value stream distribution)
 Process Analysis mapping Improve process by
reduced variation
– Identify non-value adding processes Data availability
Approach Kaizen’s Deming-Shewhart
– Following stepsCycle (Plan, Do, Check, Improvement Plan using tools such as: the of
PDCA from Process
5S
Sort
DMAIC (Define,
Measure, Analyze,
DMAIC; Integrate
methodologies and tools
* Fishbone Diagram
Act). DMAIC is also acceptable Straighten Improve, Control) both Lean and Six Sigma at
Scrub each phase
* Root Cause Analysis Systematize
* Cost/Benefit Analysis (from Plan Quality phase)
Sustain
Project Quality Management - Perform QA 8

9. Tools & Techniques
 Plan Quality & Perform Quality Control Tools & Techniques
All techniques used in each process are valid to use here
 Quality Audits
Structured, independent reviews to determine:
– Analysis of best practices utilized within project and discussion of known best
practices that should be considered
– Gaps and shortcomings within the project
 Process Analysis
– Identify non-value adding processes
– Following steps from Process Improvement Plan using tools such as:
* Fishbone Diagram
* Root Cause Analysis
* Cost/Benefit Analysis (from Plan Quality phase)
Project Quality Management - Perform QA 9

10. Examples of Process Improvement Models
Kaizen Lean Six Sigma Lean Six Sigma
Defined Gradual, incremental, and orderly Focus on speed, Data-driven Combines both Lean and
continuous improvement, efficiency, and methodology with a Six Sigma tactics with aim
focused on more value and less elimination of waste focus on reducing to eliminate waste and
waste through process defects and variability variation
improvement & control
Objective Small improvements by Maximizing process Reduce variability Increase quality and reduce
optimizing existing systems speed by reducing through continuous defects/variation while
waste process improvement increasing process speed
and efficiency
Tools & Take action on deviations to Take action on Defined Processes Combine both Lean and
Methods maintain process control deviations to Processes must be Six Sigma tools and
Establish control through maintain process predictable (in methods
Standard Operating Procedures control statistical control
(SOPs) Eliminate waste with normal
Value stream distribution)
mapping Improve process by
reduced variation
Data availability
Approach Kaizen’s Deming-Shewhart 5S DMAIC (Define, DMAIC; Integrate the
PDCA Cycle (Plan, Do, Check, Sort Measure, Analyze, methodologies and tools of
Act). DMAIC is also acceptable Straighten Improve, Control) both Lean and Six Sigma at
Scrub each phase
Systematize
Sustain
Table based on original from
“Process Improvement: Which Methodology is Best for Your Project”
by Sharon Valencia, PMP, of CSC
Filename/RPS Number 10