QUALITY MANAGEMENT PROCESS

Introduction

What is a Quality Management Process?

A Quality Management Process is a method by which the quality of deliverables and
processes is assured and controlled during the project. This process entails completing
a variety of review techniques and implementing a set of corrective actions to address
any deficiencies and raise the quality levels within the project.
The Quality Management Process involves:
Listing the quality targets to achieve (from the Quality Review Form)
Identifying the types of quality measurement techniques to be undertaken
Measuring deliverable and process quality (via Quality Assurance and
Quality Control)
Taking action to enhance the level of deliverable and process quality
Reporting the level of quality attained to project management
When to use a Quality Management Process
Although Quality Assurance methods may be initiated prior to the Execution phase,
Quality Control techniques are implemented during the actual construction of each
physical deliverable. Without a formal Quality Management Process in place, the
basic premise of delivering the project to meet time, cost and quality targets may be
compromised.
The Quality Management Process is terminated only when all of the deliverables and
management processes have been completed and approved prior to project closure.
Quality Process
Overview
The Quality Management Process is undertaken to ensure that the Quality Targets
identified within the Quality Review Form are achieved by applying clearly defined
Quality Assurance and Quality Control techniques. Quality Management will be
introduced to this project through the implementation of three key processes; Establish
Quality Criteria and Standards, Measure Quality of Deliverable, and Enhance Quality
Achieved.
The following diagram describes the roles and process to be followed to assure and
control the quality of deliverables and processes within the project.

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

Quality Reviewer

Quality Manager/
Project Manager

2.1 Project Quality Management Process

2.2 Establish
Quality
Criteria and
Standards

Identify Quality
Thresholds and
Standards

Quality
measurements
are identified

2.3 Measure
Quality of
Deliverable

Measure Quality

Perform Quality
Assurance

Perform Quality
Control

Quality Manager/Project
Manager

Has the Quality

Target been met?

2.4 Enhance
Quality
Achieved

Yes

The Deliverable is
complete and
ready for
acceptance

No

The Deliverable is
not acceptable
and/or complete Implement
Quality
Enhancement
Measures

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

Establish Quality Criteria and Standards

To ensure quality deliverables and successful project outcomes, it is necessary to
clearly define and communicate the quality targets (objectives) and methods
(approaches) to the project team.
Identify Quality Targets
Quality targets will vary by an organizations mission and strategy. Quality targets
should be measureable, meet product requirements, and agreed upon by the customer.
The following is a sample from the Quality Review Form, which will illustrate the
need to specify quality objectives clearly and concisely:

Quality Target
Project
Requirement

Project Deliverable

Quality Criteria

Example: New
financial
management
solution with
accounts
receivable and
payables
processes

Example:
Implementation
of
Oracle
Financials
General Ledger (GL),
Accounts
Payable
(AP) and Accounts
Receivable
(AR)
system modules

System
System functionality
functionality
GL tested/installed GL operational, no
AP tested/installed errors
AR tested/installed
AP operational, no
errors
AR operational, no
errors

Quality Standards

Identify How to Measure & Assure Quality

Since an organizations mission and objectives may be too abstract, it is necessary to
develop a set of tools to translate into these higher level concepts into something
measureable and well defined.
Specific measurement criteria will need to be outlined as indicators of success or
failure of a project deliverable or process. Quantitative data such as error rates,
revenues, and key performance indicators are examples of metrics that will control the
quality of deliverables and processes within a project. These criteria will need to be
captured on the Quality Review form.

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

Measure Quality of Deliverable

This activity refers to the process of performing quality assurance and quality control
activities to assess the actual level of quality of each deliverable and process
undertaken within the project.
Perform Quality Assurance
Quality Assurance is defined as the preventative steps taken to increase the
likelihood of delivering a deliverable and achieving the quality targets set. Quality
Assurance techniques are often undertaken at a summarized level of the project by an
external project resource. Quality assurance activities can be performed by internal
project resources or external third parties. Examples include:
Process checklists and project audits
Referencing historical data to understand areas where quality issues are likely
to occur
Reiterating the quality standards to be met to clarify the level of quality
required
Recruiting skilled staff to produce the deliverables and undertake the processes
Undertaking Quality Reviews to provide confidence that the project is on-track
Performing formal Change Control to minimize the likely number of quality
issues
Undertake Quality Control
Quality Control is defined as the curative steps taken to identify the quality of the
actual deliverable delivered and eliminate any variances from the quality targets set.
To simplify, quality control is used to verify that the deliverables are of acceptable
quality and that they are complete and correct. Quality Control techniques are often
undertaken at a detailed level of the project by an internal project resource. Examples
include:

Peer Reviews
Deliverable Reviews
Documentation Reviews
Stage-Gate Reviews
Process Reviews

Enhance Quality Achieved

After the actual level of quality has been established (through Quality Assurance and
Control), the deliverables produced should be should be compared to the quality
standards that have been established and quality improvement actions should be
implemented as necessary. The level of quality achieved and the preventative or
corrective actions undertaken should be communicated to the Project Manager for
consideration and the project plan adjusted accordingly if applicable.
Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

Quality Achieved
Quality
Level
L M H

Quality
Deviation

Improvement Recommendation

Critical errors
experienced
Reinstall GL system to remove critical errors
during install

Implementation
is
only Complete system implementation
partially
complete
No deviation
from
quality No further action required
standard

Undertake Quality Improvement Actions

The results from Quality Assurance and Control activities should be assessed to
determine the actual quality achieved. If the quality achieved does not meet the
established quality standards, then quality improvement actions should be
implemented. This process should continue until the quality of the deliverables and
processes meet the quality standards initially defined.
Report Level of Quality Achieved
Regardless of the quality outcome, it will be necessary to report the level of quality
attained to the Project Manager for consideration. The Project Manager will need to
understand the current level of quality of each deliverable and process and record the
Quality Improvement Actions within the project plan.

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

CONFIGURATION MANAGEMENT IN DEFENCE

Configuration management (CM) first emerged in Aerospace & Defense (A&D) in the
1950s, as a librarian activity supporting large space and military industrial
programs. Since then, CMs role and importance have evolved beyond recognition.
Today, Configuration Management is established as a fundamental backbone of
companies performance a vital set of processes that underpin the consistent quality
and delivery of any Aerospace & Defense system or service, by aligning functional
and physical attributes throughout the lifecycle with related information on
requirements, design and operations.
BACKGROUND
This central role means Configuration Management (CM) in Aerospace & Defense
now goes far beyond tracking and documenting changes, with industry leaders
deploying integrated and dynamic CM capabilities that closely connect every stage of
the product lifecycle and every participant across the extended enterprise. These
advances have transformed Configuration Management in three dimensions: from a
vertical and engineering orientation to a horizontal orientation spanning functions and
external providers; from static and product data-oriented to dynamic and processoriented; and from product-focused to customer-focused
ANALYSIS:
For Aerospace & Defense (A&D) companies, this transformation presents challenges
that are complex but achievable. As historically engineering-centric organizations,
A&D firms have started structuring and federating their engineering functions and
technical product data around Product Data Management systems (PDM).
Configuration Management (CM) is being used to integrate elements including
manufacturing, on-board procurement, customer support and services, suppliers and
customers thus fueling the journey towards extended enterprise-wide, end-to-end,
collaborative CM. Our experience with clients undertaking this CM journey highlights
six questions that arise consistently for executives in different roles.
1. What benefits can I expect from CM?
2. How can we create a product structure thats right first time and doesnt inhibit
industrial flexibility?
3. I feel CMs getting out of control: on the one hand, its mobilizing too many costly
skilled people doing administrative tasks; on the other, I feel its not being properly
managed. What can I do?
4. Our CM process generates lots of data. How can we manage and use it so we
always know the overall status of our program/products?

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

5. There are many different models for integrating the extended enterprise of
suppliers and partners. Which one should I choose?
6. My companys strategy is to achieve 50% of revenue from services within three
years. How can I manage product configuration information to support my service
offer and achieve this goal?
RECOMMENDATIONS
Configuration management (CM) is a capability that Aerospace & Defense (A&D)
companies must master in order to break down organizational silos, improve their
cost, quality and time to market, and develop their service offerings. However,
mastering the basics is no longer enough to gain competitive advantage. To realize
CMs full potential, industry leaders need to stop regarding it as a constraint and start
extending their CM capability across the entire lifecycle and the extended enterprise.
This task requires all A&D companies to answer complex questions of the type
detailed in this report. The relative importance of these questions will vary between
businesses. But in every case, they must be answered in a way that is innovative and
tailored to the organizations specific context and need.

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

CLOSURE PROCESS & EVALUATION

The Project Closure phase involves releasing the final deliverables to the customer,
handing over project documentation, terminating supplier contracts, releasing project
resources and communicating project closure to all stakeholders. The final step is to
undertake an Evaluation to determine the extent to which the project was successful
and note any lessons learned for future projects. The Project Closure Report should
list all the activities required to close the project, to ensure that project closure is
undertaken smoothly and efficiently. Once the report has been created and approved,
the closure activities specified within the report are undertaken and the project is then
officially closed. One to three months after the project has been closed and the
business has begun to experience the benefits provided by the project, it is important
to undertake an Evaluation, often referred to as a Post Implementation Review
(PIR). This allows the business to identify the level of success of the project and list
any lessons learned for future projects.
Evaluation is often carried out by an independent person to provide an unbiased
opinion of the project outcome. The first step is to review the project
performance to determine whether the project delivered the benefits, met the
objectives, operated within the scope, and produced the deliverables on time, within
budget and using the allocated resources. The review also needs to determine whether
the project conformed to the management processes specified in Terms of Reference.
It should also identify the key project achievements, failures and
any lessons learned for future reference. The evaluation should review how the project
performed against each of the targets set during the Initiation and Planning phases of
the project, ie has the project:

Delivered the business benefits described in the Business Case?

Achieved the objectives specified in the Terms of Reference?

Deviated from the original scope as defined in the Terms of Reference?

Met the quality targets defined in the Quality Plan?

Proceeded according to the planned Delivery Schedule?

Deviated from the budgeted project expenditure as defined in the Financial

Plan?

Deviated from the forecast resource levels as defined in the Resource Plan?

The next stage is to identify the extent to which the project has conformed to
the management processes (as set out in the Terms of Reference) during the
Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

Execution phase of the project. These are: Time Management, Cost Management,
Quality Management, Change Management, Risk Management, Communications
Management and Acceptance Management. Finally, the Evaluation should:

List the major achievements for this project and describe the positive effect
that each achievement has had on the customer's business.

List any project failures and describe the effects they have had on the
customer's business.

Describe the lessons learned from undertaking this project and list
any recommendations for similar projects in the future.

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

CHANGE MANAGEMENT PROCESS

Introduction
What is a Change Management Process?
A Change Management Process is a method by which changes to the project (e.g. to the
scope, deliverables, timescales or resources) are formally defined, evaluated and approved
prior to implementation. The process entails completing a variety of control procedures to
ensure that, if implemented, the change will cause minimal impact to the objectives of the
project.
A Change Management Process is used to ensure that every change identified is formally:

Communicated
Documented
Reviewed
Approved
Implemented

When to use a Change Management Process

Any change to the project during the Execution phase will need to be formally managed as
part of the Change Management Process. Without a formal Change Management Process in
place, the objective of delivering a solution within time, cost and quality may be
compromised.

The Change Management Process is terminated only when the Execution phase of the
project is completed (i.e. just prior to Project Closure).

Change Management Process

Overview
The Change Management Process is undertaken to ensure that each change introduced to
the project environment is appropriately defined, evaluated and approved prior to
implementation.
Change Management will be introduced to this project through the implementation of five key
processes:

The submission and receipt of change requests

The review and logging of change requests
The determination of the feasibility of change requests
The approval of change requests
The implementation and closure of change requests.

The following diagram describes the roles, processes and procedures to be undertaken to
initiate, implement and review the effects of changes within the project.

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

Change
Originator

2.1 Project Change Management Process

2.2 Identify
and Submit
Change
Request

The need for a

Change is
Identified

Change
Request Form
Submitted

Project Manager

2.3 Review
Change
Request

Review Change
Request Form

Is a the Change
Request Feasible?
No
Yes
Submit Change
Request
Documentation
to CCB

Change Control
Board (CCB)
/Project Sponsor

Track status of
Change Request
in the Change Log

2.4 Approve
Change
Request

Review Change
Documentation

No
Approve Change?

Project Team/Project
Manager

Yes

2.5
Implement
and Close
Change
Request

Change is
Scheduled and
Performed

Change
Reviewed for
Completion and
Closed

Requester is
notified that the
Change has been
completed

Prepared by:
Naga Siva Kumar CH V S, Asst Professor, Dept of MBA, Priyadarshini college, Nellore.

Identify and Submit Change Request

This process provides the ability for any member of the project team to submit a request
for a change to the project. The Change Requester:

Identifies a requirement for change to any aspect of the project (e.g. scope,
deliverables, timescales and organization)
Completes a Change Request Form (CRF) and distributes the form to the Project
Manager. The CRF summarizes the change:

o
o
o
o
o
o
o

Description
Reasons
Benefits
Costs
Impacts
Any supporting documentation
Approvals

Review Change Request

The Project Manager reviews the CRF and determines whether or not additional
information is required for the Change Control Board to assess the full impact of the
change to the project time, scope and cost. The decision will be based on factors, such
as:

Number of change options presented

Feasibility and benefits of the change
Complexity and/or difficulty of the change options requested
Scale of the change solutions proposed.

The Project Manager will record the CRF details in the Change Log to track the status of
the change request.

Approve Change Request

The Project Manager will forward the Change Request From and any supporting
documentation to the Change Control Board (CCB) for review and final approval. The
CCB will determine the feasibility of this change by examining factors, such as:

Risk to the project in implementing the change

Risk to the project in NOT implementing the change
Impact on the project in implementing the change (time, resources, finance,
quality).

After a formal review, the CCB may:

Reject the change

Request more information related to the change
Approve the change as requested
Approve the change subject to specified conditions.

Implement and Close Change Request

If the change is approved, the following will occur:

An implementation date of the change will be identified

A test of the change will be scheduled and performed
The change will be implemented
The implementation of the change will be reviewed and deemed successful or
corrective actions taken
The success of the change implementation will be communicated to all parties
The change request will be closed on the Change Log