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What is Project Quality Management and What are the Processes in Project Quality Management?


Project quality is the degree of excellence of the deliverables to meet the customers’ requirements and satisfaction. The project outcome should fulfill the suitability for its intended purpose. The common characteristics of project quality are:

  • Consistency: The evenness in the performance and services are delivered in the same way to all the beneficiaries.
  • Suitability: The quality of being an appropriate choice to perform a task
  • Completeness: The quality of finishing the specified task to meet the project scope. 
  • Sustainability: The ability to be maintained at a certain level.
  • Functionality: The purpose of the task or activity to be fulfilled
  • Reliability: The measure of being trust-worthy
  • Performance: The act of performing a task or project activity.
  • Timeliness: The measure to finish the project task in the allotted time.

The quality of the project is defined in the following terms:

  • Validation: The assurance to meet the satisfactory results.
  • Verification: The compliance required to meet project requirements.
  • Precision: The condition of being exact.
  • Accuracy: The degree or measure of the closeness
  • Tolerance: The range of the acceptable results

Six Sigma and Lean Six Sigma are implemented in an organization to maintain the desired quality. Elimination of errors and continuous improvement is the main aim of implementing Lean Six Sigma. 

There are many quality management software in the market to maintain the quality of the organization. 

According to Transparency Market Research,

“Quality Management Software Market to Rise at a Stellar 13.20% CAGR, with Rising Demand for Maintaining Product Quality”.

What is Project Quality Management? 

Project Quality Management is a continuous process to prevent, avoid and fix the poor quality issue in order to meet or exceed customer satisfaction. The performance of an organization is measured, monitored and controlled through quality policies, standards,  guidelines, and procedures.

Project Quality Management is important due to the following reasons:

  • Customer satisfaction
  • Consistent performance 
  • Higher efficiency 
  • Enhance understanding between the internal processes
  • Risk Reduction at an early stage
  • References to secure other projects

Project Quality Management is one of the 10 knowledge areas of project management

What are the processes in Project Quality Management?

There are three processes involved in Project Quality Management in three phases: Planning, Execution, and Monitoring and Controlling. 

Processes of project quality management

Plan Quality Management process 


In order to maintain the desired quality, inspecting the quality is not the only solution. Preventing poor quality issues through effective planning and foresight is a regular practice in the organization. Plan Quality Management is the process of identifying the quality requirements and quality standards relevant to the project output. The quality plan is developed in such a way that it does not affect project scope, time and cost.

The document of a set of quality standards is prepared for each project's activities. The methodology used, the resource assigned, the cost and the time allocated are the major factors affecting quality.

There are several tools used to plan the quality process. There  are some tools used for both planning and controlling quality:

  • Cause and Effect diagram – helps to find the various factors related to the potential problems.
  • Flowchart –  Displays the logical steps in the project and various elements related to the system. Used to analyze the potential problems.
  • Pareto Diagram – Used to identify the frequent small problems causing the big problem.  The graph is used to define the percentage of defects against the number of causes.
  • Histogram – Used to identify common problems. 
  • Control chart – Determines whether the cost and schedule are within statistical control
  • Scatter diagram – tracks two variables and determines their relationship.

Manage Quality process

Manage Quality is the process of managing all the project activities according to the Quality Management plan while executing. To manage the quality, the following inputs are required

  1. Project Management Plan
  2. Project Documents like Lessons Learned, Quality Metrics
  3. Organizational Process Assets 

The tools and techniques used to manage the quality are:

  • Data Gathering - Checklists
  • Data Analysis- Process Analysis, Root Cause Analysis
  • Decision Making- Multi-Criteria Decision Analysis
  • Data Representation-  Histogram, graphs, and flowcharts
  • Audits- Determining if the project activities comply with organizational policies, procedures, and processes.
  • Design for X- Set of technical guidelines 
  • Problem-Solving- Solved through set of solutions
  • Quality Improvement Methods- Plan-Do-Check-Act (PDCA) cycle or Six Sigma

The output of managing the quality process is:

  • Quality reports 
  • Test and evaluation documents
  • Change Requests
  • Project Management Plan Updates
  • Project Document Updates

The main objective of managing the quality process is to integrate all the quality policies in the project activities to maintain the Quality Plan Management. 

Control Quality Process

The Control Quality Process is the process of inspecting and verifying the executed project activities according to quality management. The main objective of this process is to ensure the project output is correct, complete and meet the expectations of the customer and the quality plan. This process also includes the documentation of results obtained during the control quality process.

To manage the quality, the following inputs are required

  1. Project Management Plan
  2. Project Documents like Lessons Learned, Quality Metrics
  3. Approved change requests
  4. Deliverables
  5. Work Performance data
  6. Enterprise Environmental Factors
  7. Organizational Process Assets 

The outputs of the Perform Quality Control process are:

  • Measurements
  • Validated changes
  • Updates to the project management plan and project documents
  • Change requests
  • Lessons learned
  • Validated deliverables


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Project Management Training by iCert Global:

- PMP Certification Training

- CAPM Certification Training


Quality Management Training by iCert Global:

- Lean Six Sigma Yellow Belt (LSSYB) Certification Training Courses

- Lean Six Sigma Green Belt (LSSGB) Certification Training Courses

- Lean Six Sigma Black Belt (LSSBB) Certification Training Courses


Scrum Training by iCert Global:

- CSM (Certified ScrumMaster) Certification Training Courses


Agile Training by iCert Global:

- PMI-ACP (Agile Certified Professional) Certification Training Courses


DevOps Training by iCert Global:

- DevOps Certification Training Courses


Business Analysis Training by iCert Global:

- ECBA (Entry Certificate in Business Analysis) Certification Training Courses

- CCBA (Certificate of Capability in Business Analysis) Certification Training Courses

- CBAP (Certified Business Analysis Professional) Certification Training Courses


The company conducts both Instructor-led Classroom training workshops and Instructor-led Live Online Training sessions for learners from across the United States and around the world.

 Please Contact Us for more information about our professional certification training courses to accelerate your career in the new year. Wish you all the best for your learning initiatives in the new year.

 Which certifications are you aiming to achieve in the New Year? Let us know your thoughts in the 'Comments' section below. Thank you.




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What are the 5 phases of Lean Six Sigma?


Lean Six Sigma (LSS) is a process of solving a problem in order to maintain the quality of the project. Lean and six sigma both are two different methods. Lean is a systematic approach to identify and reduce project activities that are not required. Six Sigma is a problem-solving methodology that focuses on continuous improvement with minimum defects. A combination of Lean and Six Sigma results in increased quality and revenue.

Lean Six Sigma certification is a quality management certification offered by the International Association of Six Sigma Certifications (IASSC™) designed to reduce variations and eliminate waste which ensures the quality of the process. It solves an existing problem with unknown causes.

LSS methodology is based on a problem-solving framework with a cycle called DMAIC. It is a data-driven quality strategy for improving the quality of the process. DMAIC is a five-phase process and is an acronym of:

  • Define
  • Measure
  • Analyze
  • Improve
  • Control

DMAIC is pronounced as, “duh-may-ik.”

DMAIC acronym


The first phase of Lean Six Sigma is to Define. The main aim of the define phase is to define the “problem statement” and plan the improvement initiative.  In order to understand the overview of the project, ‘Project Charter’ is created.

The project charter is a key element that describes the whole project in brief. The project charter generally includes the objective of the project, stakeholders, requirements, high-level assumptions and constraints.

Define phase includes,

  • Defining problems by developing a “problem statement” document
  • Defining the project goal by developing “Goal Statement” document
  • Defining the process of the project by developing a process map
  • Defining the requirements from the customer 

Problem statement: It is a document created to know about the symptoms of the problem and its effect.  First, the indications of the issue are confirmed and then the problems are prioritized. 

Project Charter

Tools used in defining phase:

A project charter is used to define Goal Statement

SIPOC: Suppliers, Inputs, Process, Outputs, and Customers. SIPOC is a high-level map used for developing process maps.

Similarly, Value Stream Map and Swimlane Maps are used.

In order to define the customer and their requirement Voice of the Customer (VOC), Translation Matrix and Tree Diagram are used.

After defining all the above statements, A3, Relationship Map and Stakeholder Analysis are used to inform others about the progress of the project.


In this phase, the magnitude of the problem is identified. In order to measure the problems, baseline or the start point is created. Before making any changes, the baseline is created. Measure phase is vital because the data collected for the project will be used throughout the project.

The Measure phase involves,

  • Creating a baseline
  • Root cause analysis is done for the problems identified
  • Baseline Data collection
  • Ensuring the data collected is reliable
  • Update the project charter

Baseline Measure

The main aim of this phase is to determine the current performance and refine the definition of each measure. This results in an improvement in quality and reduction in lead time. 

The tools used in Measure phase are:

Data collection plan is used to define where to get the data, how much data is required, who will be responsible for data collection and how to collect the data.

Operational definitions are used to define and refine the processes that lead to collecting critical process information.

The check sheet is used to collect the baseline data

The collected data and the changes are updated in the Project charter.


In order to get the solution, The problems have to be analyzed. This phase is carried out parallelly with the measure phase. When the data is reviewed in the measure phase, the person reviewing might adjust the additional data in the data project plan. The processes and the data are analyzed in order to verify the root cause of the defects.

This phase involves,

Examining the process: When the process maps are created in the Measure phase, the problems and defects are listed within the process. Then process analysis is carried out which consists of,

  • Time Analysis: work time versus the waiting time.
  • Value-Added Analysis: Analyzing the process through the customer’s point of view in terms of cost.
  • Value Stream Mapping: Mapping of process data with value-added analysis in order to remove the waste.

Visually inspecting the data: Inspecting the data collected using charts and graphs

Analyzing the root causes by developing the theories on all the possible causes. The problems are analyzed by brainstorming together.

Verifying the causes of the defects through,

  • Process analysis
  • Data analysis
  • Process observation
  • Comparative analysis.

Updating the project charter after finalizing the process performance and scope of improvement.

The tools used in Analyze phase are:

Value stream mapping and Value-added Flow Analysis use to examine the process.

Run Charts, Histograms, Box Plots, and Pareto Charts are used to visually analyze the data.

Fishbone Diagram and the 5Whys are used to analyze the root cause.

Root Cause Hypothesis is used to verify the causes of the defects.

Root Cause Hypothesis


Once the root causes are determined, the solutions are developed and implemented. In this phase, the ideas are produced to solve the problem. In this phase, the team refines the ideas by collecting all the ideas, monitor process changes and finally implement the ideas.

This phase involves,

  • Listing out all the possible ideas that might fix the problem: Techniques like, Cross-Training, Setup Reduction, Kanbans are used to bring out the innovative ideas for the defects or problems identified.
  • Selecting the best of solutions.
  • Process-based maps are developed based on different solutions
  • Based on the process map, the best solution is decided
  • The solution decided is implemented.
  • Measurable improvement is recorded.

The tools used in this phase:

  • To brainstorm solution Benchmarking and Classic lean improvements are used.
  • Weighed Criteria Matrix is used to make the best decision and Impact Effort Matrix is used to assess the solutions providing the best impact.
  • To-Be Map, Value Stream Map and Swimlane Maps are used to develop a process map.
  •  PDCA (Plan Do Check Act ) is used to select the solution. PDCA is a mini testing cycle carried out in order to select the best one.
  • A pilot checklist is used to implement the plan
  • Process changes are measured to check the improvement against the baseline. 

Solution Selection Matrix


Once the problem is fixed, it is very essential to maintain it. This phase aims to create a monitoring plan, measure success, update process and develop a response plan if any dip is found.

 Control phase is based on 4 principles:

  • Value: To determine the steps which are important and are valued.
  • Flow: The flow of the project process to be maintained smoothly.
  • Pull: To ensure the customer’s demand is aligned with a process change.
  • Perfection: The accuracy in the process.

This phase involves:

Ensuring the project process is continuously monitored using Lean. The response plan is prepared that involves the level at which the performance started to dip or reduce.

Recording the improved or changed process. Visual workspace is created to ensure others follow the new process.

Applying the improvement in all the areas. The knowledge gained in one project is applied in all the other areas of the organization.

Share the improvement and project success with everyone.

How to Get Lean Six Sigma Certified?

There is no such prerequisite to take any of the Lean Six Sigma Certification exams accredited by IASSC™. LSS has a hierarchy of certifications to progress in career path:

Who is the Target Audience for Lean Six Sigma Certification?

  • Quality Managers
  • Quality System Managers
  • Quality Engineers
  • Quality Supervisors
  • Quality Analysts
  • Quality Auditors
  • Team Leaders
  • Software Professionals
  • Project Managers
  • Improvement Managers
  • Operational line managers

What is the average annual salary of Lean six sigma certified professionals?

According to ZipRecruiter, as dated on Feb 06, 2020,

The average annual salary for certified Lean Six Sigma professionals:

Average Annual Salary -Lean Six Sigma

What is the exam format for the Lean Six Sigma Certification?

Lean Six Sigma Yellow Belt

60 multiple-choice questions

Duration: 2 hours

Qualifying points: 230 points out of 300 points

Lean Six Sigma Green Belt

100 questions

Duration: 3 hours

Qualifying points: 385 points out of 500 points

Lean Six Sigma Black Belt

150 questions

Duration: 4 hours

Qualifying points: 580 points out of 750 points

How to maintain Lean Six Sigma Credentials?

Lean six sigma certifications have no expiry date.


For more information on how you can accelerate your career with these certifications, visit us at or call now on +1-713-287-1213 / 1214 or e-mail us at info {at} icertglobal {dot} com.

We provide instructor-led classroom and instructor-led live online training across the globe. We also provide Corporate Training for enterprise workforce development.


Quality Management Training by iCert Global:

- Lean Six Sigma Yellow Belt (LSSYB) Certification Training Courses

- Lean Six Sigma Green Belt (LSSGB) Certification Training Courses

- Lean Six Sigma Black Belt (LSSBB) Certification Training Courses


Scrum Training by iCert Global:

- CSM (Certified ScrumMaster) Certification Training Courses


Agile Training by iCert Global:

- PMI-ACP (Agile Certified Professional) Certification Training Courses


DevOps Training by iCert Global:

- DevOps Certification Training Courses


Business Analysis Training by iCert Global:

- ECBA (Entry Certificate in Business Analysis) Certification Training Courses

- CCBA (Certificate of Capability in Business Analysis) Certification Training Courses

- CBAP (Certified Business Analysis Professional) Certification Training Courses


iCert Global both Instructor-led Classroom training workshops and Instructor-led Live Online Training sessions for learners from across the United States and around the world.


Please Contact Us for more information about our professional certification training courses to accelerate your career in the new year. Wish you all the best for your learning initiatives in the new year.


Which certifications are you aiming to achieve in 2020? Let us know your thoughts in the 'Comments' section below.


Thank you for reading this blog post. Hope you found it useful and interesting. Team iCert Global wishes you all the best for your learning endeavors.









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Quality Management - Six Sigma

Automation is almost everywhere, and head more in the IT sphere. Of course it started from there and soon spread to other industries. It wasn’t a question when they are introduced in software industry, especially in testing. It was more about the replacement skilled hands good at manual testing. No matter how good you are testing, there is a slack on everyone as the day wears out, human fatigue, wear and tear is all part of the daily rigor, but for a machine that’s lifeless and programmed to perform complex and complicated work, there is no such fatigue except the glitch, which the engineers anticipate, preempt before deploying into production. 


There is flip side into automation but the benefits far overweigh manual testing and hence the job loss.  With automation taking over as a technological drive, it was only a matter of time before manual testing would replace men with machines. That’s the reality and sooner one reconciles and find alternatives to stay relevant, and required there is less to worry about pink slips.


It is a technique that was devised way back in 1990s by two engineers working in Motorola to improve the quality by decreasing the numbers of errors that might occur. It is basically about identifying the causes of the errors, and systematically removing there errors, so that there will be not any recurrence. The quality engineer follows management methods based on experimentation and observation and analyse their findings through statistical methods. 

The higher the probability of reducing the errors, then higher will the profitability to the organization. This was the underlying principle. This practice created a specialized pool of talented people who have an eye of detecting the flaws and direction solutions to fix. 


They follow a step of methods that sequential in inspecting and identifying the defect to create a defect-free product. Statistically speaking 3.4 defective features per million opportunities means 99.99966% of all opportunities to produce some feature of a part that are free from defects. That is six sigma in a nut shell.




Six Sigma Green Belt Certification





DPMO is Defect Per Million Opportunities. From the chart, it is evident the desired six sigma level is 6.


Along with the various level of identification came the expertise with in a person to handle six-sigma related projects and to evaluate their expertise, karate belts like yellow, black were used to identify the skillset of the six sigma professionals.

The Six Sigma Green Belt professionals are generally employees who are involved with maintenance of Six-Sigma as part of their job responsibilities. This does mean that this is their only job but one among many parts of their line of work.   Six Sigma Certification Online is very much possible as training centers provide different modes of imparting knowledge transfer: Instructor-led Classroom, Instructor-Led Online Class and E-Learning.


There are many benefits of Sig Sigma testing, some of which are highlighted below:


Improved quality: when Motorola initiated in early 90s, it almost went unnoticed. Jack Welch made it popular when he announced the annual results and heads started turns to Six Sigma and more companies followed suit.


Increased ROI:  As mentioned above, higher probability of reducing the errors leads to greater profitability to the organization.


Greater Customer Satisfaction: It’s a win-win where both the stakeholders are happy: the client and vendor.


Employee Recognition. The employees who worked in bringing the turnaround by tightly controlling the defects deserve due appreciation and accolade.


image courtesy:

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The 5 Whys and Root Cause Analysis Quality Management

Mostly employed in root cause analysis, 5 Whys prominently appears in the Analyze phase of DMAIC in Six Sigma. This technique iteratively interrogative in nature, mainly used to identify to the root cause or defect, was developed by Sakichi Toyoda and used in the Toyota Motor Corporation. [source: wiki] Experts have varied opinions about this methodology which is often performed by a fish-bone diagram. There is no single root cause, if observed closely. Usually, it is a chain of events or combination of factors. Identification of the bug is a critical challenge and there are various methods and techniques. One such identified method is 5-why. This helps to understand the top 5 root causes which predominantly contribute to the problem . The method might sound basic but very effective. The question is often posed from the answer received and it’s an iterative model. You can try and picture as some day-to-day issues you find yourself troubleshooting by find the root cause, like the scores of your child in a recently held d test paper. It’s as much questioning your child “why did you grades dip?” and from response offered by your child, there is a counter question –answer, till you are convinced one way or the other. Why did your grades dip? I didn’t do the exam properly. Why didn’t you do the exam properly? I couldn’t answer most of the questions. Why couldn’t you answer most of the questions? The questions were not familiar. Why weren’t the questions familiar? I had not prepared well enough. Why didn’t you prepare? Because I was playing and missed on the time to prepare. Finally, it’s the lack of preparation that led to the poor performance. This might be your conclusion drawn from the conversation. And the advice or course of action is to ‘gear up well and be more prepared to face the next test.’ Here is another example from a professional backdrop: Apply the same to a project to analyze about a failure – which we call it the root cause analysis. There is no rule to stop the questioning at 5-level. It can go further. General studies reveal that ‘5 why’ usually lead to the main reason(s) of failure. To illustrate further the 5 Whys, take a look at the image : Limitation This method suffers from its own share of shortfalls. The technique stops at the symptoms level and fails to dig deeper at the lower-level root causes. The results not being repeatable is a major constraint in this method. Besides, ‘Why’ can lead to multiple root causes but there is an inclination to isolate a single root cause and stick to it. The limitations aside, 5 Whys is nevertheless is significantly used in Root Cause Analysis (RCA).
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Quality Management a test of the Tester

The iron triangle of project management has scope+ time+ cost and at the core rests the Quality. Meaning none of the axes can be compromised, which consequently impact Quality adversely. So what’s about Quality? Well, everything boils down to Quality. Standards are Quality measure. High standards attributes to High Quality. Well, when thoughts transcend from personal experience as Project Manager, I always ensured the quality team has the final word on everything shipped much to the chagrin of the development team. They often sparred as to ‘who called the shots?’ and I will put my best foot forward “I do” to the eerie silence of the team. A team is a bunch of individuals with their own talent, and that’s why we refer recruitment more as Talent Acquisition. No matter the nomenclature associated, no two individuals are going to be the same. Like-minded perhaps, but unlikely twins in thoughts. So it’s a mixed pool. Fundamentally its still the make, sell, support, and the Quality team falls under the support bucket while developers act as the breadwinners in the ‘make’ stream, and hence feel privileged and even entitled. At the inception of the project, when the Developers roll up the sleeves and get busy writing Unit Cases, testers too are full of activity preparing test cases. So the any claim of entitlement is very juvenile in judgement and I dare say never to expect anything additional other than the allocated. One incident always enlivens and worth narrating. He was a super-duper geek that touching his code is deemed an insult. It’s like rinsed with Listerine mouth freshener every five minutes that the teeth are sparkling white and fragrant. One should marvel at the pride taken in their work that they come down to challenge “check my code and any bug, I am toasted else you are roasted”. I found a demure girl, belying her age, walking up to the rock star “I am sorry but there seems to be a bug”. A volcano just erupted. When the pride is pricked, what else can you expect? Fireworks. I was observing the exchange from a distance but didn't intervene. They are professionals and ought to conduct like one. A dent to his dignity, he mounts a ferocious attack justifying every nook and corner while the tester patiently hears him out. After a full fifteen minutes of explanation, the girl calmly states “I understand but it’s a bug”. The developer slams his forehead and unloads a heap of curses in which one expletive burst out unbeknown. Now discipline and decorum can never be conceded at any cost. Since the unfortunate exchange happened on the floor, the shrill pitch made heads turn around. The lady was unmoved and strangely didn't emote at all but retained her composure. The developer, in sharp contrast, was belligerent and a nervous wreck. However sharp you might be, team play takes prominence and position. Both approached my desk and my silence spelled ANGER. My glare at nowhere but all ears, I wanted to hear one word ‘sorry’ instead he defied everything that’s sacrosanct and conduct hardly propriety. I demanded ‘Apologize. Now’. It was not a counsel but a command, and reluctantly he budged and muttered the apology. He might be a rock star but that lady’s attitude made her much taller and he dwarfed in stature. I then requested the tester to walk through the bug and she clearly made her case which was watertight. Confounded with the bug and confused as how his code can be cracked, the developer was at his wits ends and close to tears. Passion is different to taking things personal. After all to err is human. Managing people is far too different and difficult than project. My call still remained unaltered ‘the tester will have the final word’ and pausing “if the client finds fault in the UAT [User Acceptance Testing], it will the tester who will be taken to task”. Even that developer smiled. Much rests on the shoulders of the tester who are gate-keepers. Nothing can or should slip or creep between their legs. With an eye for details and investigating instincts to sniff something unusual, they treat every test case as a suspect and once convinced of merits pass it for clearance. That tester demonstrated typical traits expected – the poise, politeness, profound knowledge, patience, perseverance, while the other (Developer) displayed pettiness. Her signature statement was bereft of sentiment but well stated “I am more concerned about the Quality of the Project just as you are about the principles of Project Management.” Well said! Quality Management is a key knowledge area in PMP® Certification exam. For more details visit

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CMMI Certification

CMMI is a proven approach to performance management with decades of results showing it works. Organizations using CMMI have predictable cost, schedule, and quality—business results that serve as discriminators among their competitors. CMMI is built with practices and goals seen in thousands of real organizations worldwide. Use these practices and goals to evaluate your own performance and decide what to improve for your own business reasons.
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