Quality Management

Under the umbrella of the PMBook, Project Quality Management includes the processes and activities of the executing organization that determine the quality policies, objectives, and responsibilities so that the project must meet the needs for which it was approved. To get an Amazing Delivery, Quality Management should remain in the focus of the entire project team.

Quality, as we can see from the TQM approach, is everywhere in any company. Let’s see some aspects in this blog post.

This management is not static; on the opposite, it must be dynamic. A quality management system is implemented through policies and procedures, with continuous process improvement activities conducted throughout the project.

In the frame of the PM, Quality Management is conducted in 3 stages.

  1. Plan Quality Management
  2. Manage Quality
  3. Control Quality

Plan Quality Management 

Process of identifying the requirements and quality standards for the project and its deliverables, as well as documenting how the project will demonstrate compliance with them.

Manage Quality

Process of converting the Quality Management plan into quality executable activities that incorporate the organization’s quality policies into the project

Control the Quality

Process of monitoring and recording the results of executing quality management activities to evaluate performance and ensure that project outputs are complete, correct, and meet customer expectations.

In this Blog, we mean to dive into the Emerging trends and practices of the PQM.


Modern approaches to quality management seek to minimize variations and obtain results that meet certain requirements of stakeholders. Trends in Project Quality Management include, among others:

  • Customer satisfaction. Understand, evaluate, define, and manage the requirements in such a way that customer expectations are met. This requires a combination of compliance with the requirements (to ensure that the project produces what it was undertaken for) and suitability for its use (the product or service must meet real needs). In agile environments, stakeholder involvement with the team ensures that customer satisfaction is maintained throughout the project
  • Continuous improvement. The plan-do-verify-act (PDCA) cycle is the basis for quality improvement, as defined by Shewhart, as modified by Deming. Also, quality improvement initiatives, such as total quality management (TQM), Six Sigma, and Lean Six Sigma, can improve the quality of the project management and its product, service, or final result.
  • Management responsibility. Success requires the participation of all members of the project team. It remains the responsibility of management to provide adequate resources with appropriate capabilities in terms of quality. However, the team leader must be sure that one of the skills of the entire team is the Ownership and Commitment; otherwise, the stress of being monitoring each part of the chain could result in a waste of time and resources.
  • Mutually beneficial partnership with suppliers. An organization and its suppliers are interdependent. Relationships based on partnership and cooperation with the supplier are more beneficial for the organization and the suppliers than the traditional management of the suppliers. The organization should prefer long-term relationships with short-term gains. A mutually beneficial relationship increases the organization’s ability and suppliers to create value for each, improves joint responses to customer needs and expectations, and optimizes costs and resources.

These times what really makes a difference among companies is the quality of their products and services, and this management cannot be neglected.

Quality, as we can see from the TQM approach, is everywhere in any company. Let’s see some aspects in this blog post.

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