Chapter 30. Quality management

Project delivery leaders cannot check everything for themselves and need to be assured that arrangements are in place to prevent quality issues and to capture any that do occur (see Chapter 21: Issue management).

Information on quality assurance in the quality management framework provides confidence that outputs are likely to match the defined quality criteria. This is provided by defining and establishing the management and practices covered in Part F: Solution delivery.

Information on quality control in the quality management framework monitors and verifies compliance with the specified designs and to identify ways to eliminate causes of unsatisfactory performance (see Chapter 34: Verification and validation).

The quality of a solution and its component parts is dependent on selecting an appropriate design and development methodology. Different approaches are appropriate in different circumstances. For example, an iterative, or agile, delivery approach for digital service is used if the user requirements are not fully developed. These processes and methods usually have the quality aspects included which cover both verification and validation (see Chapter 34: Verification and validation). Systems thinking generally improves the effectiveness of quality management as it focuses on the whole solution, and not just its separate parts. The effect on quality of interfaces among the various components of a solution needs to be considered when designing, developing and integrating the solution.

Supplier contracts need to be carefully worded to ensure quality requirements are clear and unambiguous. Most of these are incorporated into the specifications which support the contract. A supplier’s performance and the quality of their outputs should be monitored and deliverables, and services should only be accepted after verification against the contractual requirements or, in the case of an outcome-based contract, validation of outcomes. See Chapter 25: Procurement and contract management for more information.

The quality of data in management information systems used to manage the work should be such that it can be relied on. This is particularly important when related to change control, where traceability between components of a solution, the plan, work packages and contracts is needed if a potential change is to be properly assessed (see Chapter 22: Change control and Chapter 23: Traceability management).

Specialist tools for testing, defect tracking and traceability should be used for large and complex solutions.

For quality to be managed effectively, thorough preparation is essential. This involves:

• developing an understanding of the context and nature of the work
• defining an appropriate quality management framework
• preparing the quality strategy and register

The application of quality management should be proportionate. A small project could be dealt with in a single document; a larger programme or project would have the detail distributed across several documents for different work packages.

When managing quality, the context in which the work is undertaken and the solution operated needs to be understood. This helps to keep quality management proportionate to the scale and complexity of the work and to identify any relevant regulatory requirements to be complied with. Chapter 10: Tailoring to the nature and context of the work, can help with this as it sets the context for different types of portfolios, programmes and projects.

A quality management framework should be defined and established, which is appropriate to the outputs and work required. People should be trained, briefed and competent to undertake the work assigned to them (see Chapter 39: Project delivery team induction and training). The approach to quality management can change as work proceeds to reflect the stage of development, type of solution proposed and external influences. The activities in 30.6.3 for managing quality can be used as a basis for defining processes and procedures.

The sponsoring body’s or organisation’s quality management policies and procedures should be referred to as these are often suited to the types of output that organisation delivers as well as providing a source which can be tailored to suit the work in hand. For cross-government solutions, common approaches should be used by those organisations involved.

It is important to capture and maintain information on quality at both an aggregate and individual level. The quality register covers the quality control aspects and includes details such as:

• name of the deliverable or solution component
• person accountable for its production
• quality verification method (derived from the quality strategy)
• quality control authority (derived from the quality strategy)
• acceptance criteria
• result
• records

For large programmes or projects this is unlikely to be a single register but rather a hierarchy, with an overall summary of individual registers for specific components of the solution. Quality registers usually reflect the type of output and often include additional information, such as for software test results and defect tracking.

Quality management comprises a set of continuous activities undertaken throughout the life cycle of a portfolio, programme or project. The activities are iterative and involve managing quality in aggregate and for individual parts of a solution and for the related management information. The activities are summarised in Figure 30.1.

The approach to managing quality should be defined including any processes, methods, tools and techniques to be used. This forms part of the overall governance and management framework for the work (see Chapter 4: Governance and management). The important aspects of this activity are discussed in more detail in section 30.6.2.3 on defining the quality management framework.

The quality management framework needs to be monitored to make sure it remains effective and appropriate as the work proceeds. Methods and tools can often be tailored from the organisation’s enterprise capabilities but would need to be developed if they do not already exist. Specialist outputs require special processes and methods. If necessary, the framework should be updated, for example, reflecting new or emerging requirements in the quality strategy.

Maintaining an overall understanding of quality and its impact on objectives, timescales, logic for the development and delivery of outputs and the methods used for developing, delivering and integrating outputs.

An overall strategy for quality, including the means of verification and validation to be used (see Chapter 34: Verification and validation), should be established at a holistic level.

Once work is under way, review of the effectiveness of the practices which impact on quality and preventative and corrective action should be taken when needed.

The quality management framework sets out the processes and methods to be used. The strategy sets out the overall approach for quality assurance and quality control. The strategy can evolve, especially in the early phases of the work before a solution has been selected. As a result, the quality management framework might need to be adjusted throughout the life cycle.

The strategy should explain how quality is to be achieved and the reasons for selecting specific methods or tools for the management and solution delivery practices. The strategy should set out how quality control should be dealt with by defining the verification methods to be used for each type or class of deliverable. This should be reflected in the quality management framework and quality register.

Managing quality records means reliable data can be used to identify issues, ensure they are resolved, and to understand what impact, if any, there might be on other aspects of the solution (see 30.6.3.7 on treating quality issues).

The information should be captured, where possible as a part of undertaking the work so that a near-real time view on quality is available to those who need it, together with a record of issues and defects to be resolved. The timing from when an issue or defect was introduced to when it was identified should be captured, and especially if introduced in a previous phase These records should be used as sources for reporting at portfolio, programme, project and work package levels (see Chapter 18: Reporting).

Quality evaluation verifies and validates deliverables and outputs conform to established criteria, contracts, standards and regulations, and to identify any issues or defects (see Chapter 34: Verification and validation).

Quality evaluation should be done in accordance with the prescribed methods and records of the results should be retained. While resulting issues can be logged on the main issues register, some aspects, such as defects can be recorded in a separate but related register, with a summary on the main register.

The purpose of treating quality issues and defects is to resolve the issues or correct those defects which threaten the objectives of the work. Issues and defects should be recorded, analysed, classified, prioritised and tracked to closure as described in Chapter 21: Issue management. Trends should be noted and analysed so they can be shared and resolved.

Reporting insights to share observations on quality can lead to a reduction in issues or more appropriate working methods being adopted. This applies when there is a series of issues on a specific aspect of work which cannot be resolved through treating each incident in isolation or where defects are not identified until a later phase of the work.

The quality records should be analysed and trends noted and the underlying reasons for deviations identified so that improvement action can be taken (see 30.6.3.5 on managing quality records).

By taking a holistic view, insights should inform stakeholders on the likelihood that the output will conform to quality requirements and enable the outcomes and realisation of the expected benefits for the sponsoring organisation or for society.

The purpose of improving quality is to reduce the number of quality issues and defects and, if they occur, identify them sooner. This involves understanding the source of the issues, developing options for resolving the issues and selecting the preferred approach (see Chapter 21: Issue management and Chapter 38: Learning from experience). This can mean actions such as establishing an enhanced control regime, say on materials, further training for people involved modified working methods or redesign of problematic components of the solution.