8.3 Control Quality 

The Control Quality process is where quality activities are evaluated and recorded to measure project performance and make recommendations for change if necessary.  It identifies the causality of poor performance in project processes or deliverables and recommends actions to repair or illuminate the process.  The second part of Control Quality is to certify completed deliverables as they meet projected quality standards and forward the information to the Validate Scope process.  The Inputs, Tools & Techniques and Outputs for this process are listed in figure 42. 

Figure 42. Manage Stakeholder Engagement: Inputs, Tools & Techniques, and Outputs. Reprinted from "A Guide to the Project Management Body of Knowledge (PMBOK Guide), 5th Edition" by Project Management Institute, 2013, p.249. Copyright 2013 by Project Management Institute, Inc. Reprinted without permission.

Process Definition

During the Control Quality process, project deliverables, process products and change requests are evaluated against established standards using analytical tools such as those known as the seven basic quality tools and other statistical samplings. Examination of completed deliverables and comparison to documented standard is also part of this process.  

Process Assessment

This process should be used during the project planning and executing process to provide credence that the processes meet stakeholders expectations building a stronger foundation for the project outcome. It is also used to ensure project deliverables are meeting project objectives. As the quality of all these components affect schedule and cost the Control Quality process is important to the overall project success. 

Artifacts

Input

Six Sigma is a system of tools and techniques used to reduce defect and improve quality.  The lower your sigma level the greater your number defects per million you are reporting; the sigma scale is from 1-7; 7 being near 0 defects.  In the this artifact from PMGT 532 we evaluated Neverflounder Fish company's performance and assessed the a sigma level of 3.7 which indicates room for improvement and made suggestions.  See 8.3.1

Tools & Techniques

With Quality measurements come ways to analyze and gain greater insight into processes and possible other improvements.  Some times one analytical tool is not enough.  In this artifact I wrote a Blog describing the 7 Quality Control tools.  See 8.3.2

Output

One of the outputs listed above is Work Performance Information.  I've already include several example of what that might be but how is it used to in quality decision making.  The first thing that must be understood is that there are trade-off for changes or variation to any process.  this understanding help to put work performance into perspective for this reason the Blog I wrote on Trade-off  and integrated relationships in PMGT614 meets the criteria for understanding Work Performance.  see 8.3.3