Culminating Project Milestone Two

Zachary Buller, Eileen Diaz, Alisha Enriquez, Ali, Qassab, Miriam Sweeney

PMG 422

Professor Allen

February 12, 2023

Project quality management is an aspect of leadership that sets goals to exceed the needs of
clients, customers, and stakeholders. Quality management is a necessity within every project for
its ability to mitigate risk and plan ahead by reducing constraints that could prevent quality
deliverables to a customer. Author James Brown summed it up best by saying “Quality, includes
freedom from failures.” (Brown, Pg: 6.) Meaning failure is inevitable, however, with proper
planning, communication, and predicting, risks can be limited and quality can be capitalized to
ensure customer satisfaction and maximum productivity. For our final submission our group of
five plans to evenly divide all work between all team members. In this assignment, the team is
expected to explain training formats that can be used for project quality management, explain the
benefits of project quality benefits, explain five takeaway points leaders can gain from training
within quality project management, and explain various models within project quality
management.

To start we need to address some elements of quality management. Quality objectives are
a vital part of any program and determine the expectations, goals, and final results that leaders
are looking for throughout the evolution of a project. Objectives can be used to promote
organizational interactions. These interactions can include goals and will also establish the
purpose of the program with other project leaders. Objectives should always be clearly defined
and well-written to promote a customer-centered environment within the program. Customers
serve the unofficial duty of communicating what is working well within the program and what
needs improvement. These objectives should always be realistic and within reach of the team's
physical, knowledgeable, and financial capabilities. Another key element of project quality
management would be the processes and procedures related to the program. These procedures
tend to vary slightly to adapt to the strict needs of each program, but overall can be standardized
to create processes that can be easily replicated from project to project. This is a very important
practice within quality management. Early stages of these processes should clearly define a
detailed picture of the execution of each process and how it will serve the organization with what
it will provide to those closely related to the project, as well as technology and tools used.
Finally, another important element of quality management would be quality analysis. It’s strange
how this system works, but essentially it has access to previous data to make better decisions
using older data. This is a great framework for continuous improvement within the quality
management field. Project managers consistently use data analysis to identify errors within the
project. The errors are attempted to be monitored and caught as soon as possible to mitigate the
risk and problems that could prevent the project from proceeding towards its deliverables. This is
easier said than done, however, as organizations should always have plans previously set in place
that will determine how data will be collected and how leaders will proceed with strategic data
analysis.

By understanding a handful of elements related to project management, we are able to

determine that project quality management is a process of consideration. Considerations like the
ability for a project to proceed to meet its deliverables given its current constraints. Expectations
within a project are always set ahead of time to determine the risks and how they could impact
the deliverables and processes of the program. Ultimately, quality management's goal is set to
provide satisfactory deliverables that meet or exceed the demands and needs of the customer,
client, or stakeholder. Although quality management seems like something that should be
measured after the completion of the project, this common misconception prevents any errors
from being addressed head-on and getting repaired before they create any damage to the program
that could prevent it from meeting its deliverables. Project quality managers must be aware of
quality planning. This is the first step to addressing quality management. Everyone within the
program must agree on what is considered to be a quality that would be related to that specific
project. This will likely be influenced by the needs of the customer as well. At this time it is also
important to determine how quality will be monitored as this varies from project to project.
Project managers should develop a plan that will address actions that will be used for marking
progress. This can be in the form of a chart or checklist that should be measured with milestones
throughout the duration of the project. Planning isn’t the only duty a project manager should
constantly be monitoring. They should also be aware of quality assurance. With quality
assurance, a project manager should set the goal of determining and researching how they can
prevent problems and constraints before they even happen. This step of quality management is
something that could be considered preventative, it requires attention given to quality control in
order to be effective. Quality control is determined early on within the program by stakeholders
and customers to determine if the program manager is meeting or even exceeding the preferred
level of quality management. The project manager is regularly expected to review plans and
progress to determine that deliverables are being met at the expectations of the clients. Even
though there may be incentives to speed up the progress of the project or incentives to save large
sums of money, there are still expectations and standards that the project manager and their team
must follow. If a project manager can effectively monitor these tools of quality management,
they and their team will likely benefit from better quality deliverables, a greatly satisfied
customer, higher productivity, and even rapid financial development.

Throughout this course, our team is culminating a project to demonstrate how quality
management is achieved throughout the duration of a program. Throughout a project, leaders
continuously monitor quality and compare it with previous outcomes to determine corrections
until the preferred form of quality has been met. Our group will demonstrate strategies of quality
management through a slide show format. We will begin with an overview of quality
management, and how this plays a role in the operations of EverGreen. This overview will also
contain planned training strategies and research to determine their effectiveness within the
organization. Early on in the presentation, the roles and responsibilities of individuals will be
established and defined. As our group progresses, we will need to promote the elements of
project quality management. Here, we will see quality objectives that will determine the
objectives and final results that leaders are looking for as the project expands and evolves. Next,
it’s important for the audience to be aware of TQ tools to build an operational project. To do this,
audits will be conducted regularly to highlight effective quality assurance practices. In addition, a
Quality management plan will be set to define different policies, procedures, responsibilities, and
authorities in the project. Prior to concluding our presentation, six attributes of quality
management will be discussed. We believe that quality planning is one of the most important
factors in a successful project, therefore we are leading with this point. With extensive detail
regarding several attributes of quality management like; quality assurance and quality control,
team members will also analyze Six Sigma. This tool is used to increase productivity and
communication within the project to deliver better-quality products and services. After each of
the six attributes has been identified, discussed, and analyzed, we will conclude our presentation
with two training formats: coaching and instructor-led training. The goal here is for those on the
team to have a mentor to instill higher confidence and reduce fear within the organization.
Finally, the team will conclude with key takeaways and the importance of quality management
and highlight what a project may look like without any practices of quality management
implemented.

Outline: Milestone 2

Presentation format: We will be using Powtoon to create our presentation.

Slide 1: Cover page: names, class number, and subject
a. Zachary Buller, Eileen Diaz, Alisha Enriquez, Ali Qassab, Miriam Sweeney
b. PMG 422
c. Project Quality management

Slide 2: Introduction: Zachary Buller

a. What PQI is
b. Why is it important to the health of your organization
c. A brief overview of the tools used in the implementation of PQI
Slide 3: Overview: Alisha Enriquez
We are here today because EverGreen has had a series of concerning product
failures. The company has decided to focus on quality issues and to use our team
to train upper and middle-level employees. We anticipate using training formats.
Our goal for this meeting is to go over what quality management is and how it can
enhance the efficiency of the organization. We are here to offer guidance along
the way.
During this process, it is important to remember that clear communication is vital.
Slide 4: Role of Management: Zachary Buller
Clearly define roles and responsibilities:
Roles:
● Alisha: Format of Presentation/ Outline format
● Mariam: Six Attributes
● Zack: Outline
 ● Eileen: Explain two training formats that might be used for the project quality
management presentations.
● Ali: Conclusion, Outline
● Everyone: Revisions, proofreading, responsible for addressing aspects and terms of the
rubric.
Slide 5: Elements of QM: Alisha Enriquez
a. QM is quality planning, quality assurance, quality control, and quality
improvement. To start we need to address some elements of quality management.
Quality objectives are a vital part of any program and determine the expectations,
goals, and final results that leaders are looking for throughout the evolution of a
project.
b. Quality management will enhance the effectiveness of the organization by helping
the company achieve consistency with products and services. It also helps
improve efficiency and reduces waste

TQ tools: Ali Qassab

Slide 6: Tool 1:
a. Quality Audit:
Quality audits are the most important mechanism for showcasing effective quality
assurance activities. It is the verification activity aimed at evaluating the degree of
conformance to a standard specification or procedure of the design, product,
process, or system. It is a structured review of performance against the plan. “A
quality audit is a structured, independent review to determine whether project
activities comply with organizational project policies, processes, and procedures”
(Rose, 2022). Audits are able to use information obtained from quality control to
determine if the quality assurance activities are having the results that they are to
be aimed for or not. Quality assurance audits can be either conducted at the
completion of major milestones or can be conducted at random. These audits can
be internally or externally done, typically, these internal audits are done when
there is a dedicated, honest project team, while external audits would be beneficial
if project team members are too close to things to get an accurate picture. External
audits also provide a more objective-based result which is often respected by third
parties including high-level management.

Slide 7: Tool 2
b. Quality Management Plan:
The quality project plan is the most basic document used to manage the necessary
information required to effectively manage project quality from project planning
to delivery. It also helps in defining project quality policies, procedures, criteria
for and areas of application, and roles, responsibilities, and authorities. A project
quality management plan typically includes the following elements:
a) Quality Policy.
 Quality policy expresses what direction is intended for a project to be
heading into in regards to quality. In a way, it is a brief statement that
aligns with the organization’s purpose, strategic direction, and mission. It
also helps with providing a framework for different quality objectives
while committing to meet the generally applicable requirements.
b) Who is in charge?
This element is important because it defines project and organization
infrastructure and includes participants, reporting chains, and
responsibilities.
c) Where are we going?
Managing quality effectively must include a conceptualization of what the
performance targets are. “Goals provide broad descriptions of what the
project is expected to achieve” (Rose, 2022). When requirements are set,
they help provide a more detailed description of certain tasks, which leads
to operational definitions, that show how things are, and how they are
measured and provide the means for understanding certain goals that could
be vague or ambiguous.
d) How are we going to get there?
Answering this question allows the team to address the processes,
resources, and standards set for the project. When defining processes you
essentially showcase the things a project team will do to meet
requirements and achieve the goals they have set. This part of the quality
management plan could be a lengthy list of the processes covering
different aspects of the project. Resources, however, include much more
than just the budget, in a way people are resources, so describing the
number of people available, and participating organizational elements
should also be included.

Six Attributes: Miriam Sweeney 1 attribute per slide

Slide 8:
a. Quality planning:
I would argue that quality planning is the most important attribute in project quality
management. During a project, every single plan ought to have a set goal. Quality planning is the
process of designing a plan to meet established goals under operating conditions. Goals that are
set during the planning phase should be clearly communicated with all stakeholders in a project.
After these goals have been defined, it is important to measure the level of standards. Questions
like, how can we satisfy the customer? What levels of quality are stakeholders expecting? how
do we determine that quality measures will lead to a project's success? should be answered so
that tasks are set to respective team members which initiate the quality plan.
Slide 9:
b. Quality Assurance:
Quality Assurance typically moves along the project throughout the lifecycle. This process
evaluates if the project is moving forward with the deliverables while taking into account the
quality of work throughout. Kenneth Rose quotes ISO 900 stating that “part of quality
management focused on providing confidence that quality requirements will be fulfilled. (Rose,
2014, pg 75)” If quality goals are not achieved, ensuring corrective actions also falls within the
barriers of quality assurance.
Slide 10
c. Quality Control:
Quality Control is the process of undertaking operational techniques that help ensure quality
standards. When problems arise that are directly related to the quality of a task/product, actions
must be taken in order to keep the quality scope back on track and these actions must be
effective. Controlling quality ensures that you are monitoring the results of a project and making
sure that the desired scope is met.
Slide 11
d. Prevention Vs Inspection:
Prevention is vital for project managers because it allows them to save money and opens
opportunities for them to catch problems before they occur. This cuts down on project costs and
in the end can save time on projects, making sure that they stay on or ahead of schedule.
Inspections are also important because they can catch what project managers might miss and
draw attention to more potential problems. The goal for a project manager should be to never fail
an inspection but to rather use preventative measures to ensure that they are ahead of the game
and staying on track with the completion of the project.
Slide 12:
e. Six Sigma:
Six Sigma is a great tool for increasing team productivity, improving communication within the
team, creating better-quality products, and increasing customer satisfaction. It can also help to
reduce costs because you are better able to make data-based decisions. We learn through our
reading from Kenneth Rose that there are two aspects of Six Sigma that need to be considered,
Management and Methods. Management is fairly simple. You need to select and train the right
people to lead and carry out the project. These leaders need to understand that these projects are
not short-term opportunities but that they are in for the long haul. Success will greatly depend on
management selecting the projects that best support the strategic goals of their organization.
When using Six Sigma it is vital that goals are not seen as incremental, slow improvements but
rather that they are huge steps forward toward improvement. The second aspect is Methods. The
project managers need to consider all inputs and outputs of the project, as well as controlled and
uncontrolled variables. The goal is to reduce variation around the mean and if necessary move
the mean closer to the goal. This is going to require a large amount of data-based decisions,
gathering data, facts, and figures is going to be key to the success of the project. (Rose, 2014,
39&40)
Slide 13:
f. Pareto Charts:
These are strong tools to measure the phases of the projects. This helps to figure out the progress
of the project and makes it more efficient when planning. Using this tool helps to know how to
rank opportunities and in what order to take them by identifying the greatest opportunity for
improvement among a number of opportunities. The Pareto Chart is a bar graph containing data
in descending order. According to Kenneth Rose they “usually deal with the number of defects,
and subsequent action is intended to reduce the number. (Rose, 2014, pg. 111)”
Two training formats: 1 training format per slide: Eileen Diaz
Slide 14
a. The first training format that our group will be using is coaching because it allows
them to build team morale and for the newer member to learn how things are done
from the older member so that everyone is aware of the standards. It might even
help improve the quality of the project if both team members take the time to
listen to each other and find ways that can improve the project.

Slide 15
b. The second training format for our group can be Instructor-led training like
having Mentors for the team because the “part of the role of mentoring and
training is to instill confidence in the organization by reducing fear." (Brown, Pg
197) which is exactly what we need if we want the project and team to succeed.

Slide 16: Takeaways: Alisha Enriquez

a. Quality planning:
The PMBOK defines quality planning as identifying which quality standards are
relevant to the project and determining how to satisfy them. Proper planning is an
essential aspect of a successful project. It helps you and your team accurately
forecast milestones and the timeline of the project. It is the foundations that allow
quality to be planned in, not inspected (Rose p.58).
b. Quality Assurance:
The PMBOK defines quality assurance as planned systematic quality activities to
ensure that the project will employ all processes needed to meet requirements
(Rose p 61). The activities that the team will perform will determine if the project
is meeting the quality requirements and is also a way to check the teams'
performance against the targets.
c. Quality Control & Improvement:
Control is monitoring specific project results to determine if they comply with
relevant quality standards and identifying ways to eliminate causes of
unsatisfactory performance (rose p 67). This process helps you determine what
actions need to be taken in order to improve the overall quality and determines
necessary corrective actions. Quality improvement is the organized creation of
beneficial change (Rose p 69). That beneficial change is to improve an
organization's product or service.
Slide 17: Conclusion: Ali Qassab
a. Project quality management is essential in any kind of project, it s a process of
consistently and continuously measuring the quality of all the needed activities
and tasks, as well as taking corrective action until the team has reached the
desired quality. It is also a process in which a project management team uses all
 the necessary tools needed to ensure that all the deliverables of the project meet
the customers’ satisfaction. Quality management also is a necessity because it
allows every project to mitigate risk, and ensures that there is a plan set ahead that
reduces the chance of occurring and recurring failures.

Slide 18: References/ Work Cited: Entire team

Works Cited

Brown, James T. The Handbook of Program Management: How to Develop Balance

between Operations and Project Implementations. First Edition ed., McGraw-Hill, 2007.

Rose, Kenneth H. Project Quality Management: Why, What and How. Second Edition ed.,
J Ross Pub 2022.