Project Quality Management


Book Title:   Project Quality Management: Why, What and How, 2nd Ed.
Author: Kenneth H. Rose, PMP
Publisher: J. Ross Publishing
List Price:   $37.95
Format: Paperback – 224 Pages
Publication Date: 2014     
ISBN: ISBN-13:978-1-60427-102-7
Reviewer:     Paul L. Smith, PMP
Review Date: May 2017



Kenneth H. Rose anchors Quality using the triple constraint as the background, Time, Cost and Scope. Quality is the 4th element or equal among the other 3 closely related to the “Scope” side of the Triangle. Scope is the attribute that the Customer receives in the end product or service. Time and Cost are important but the activities or Scope drive the direction of the project or product. The Quality foundation is formed into the base of projects through Scope, the 4th element, Quality is planned into the process not inspected in. Thus the title – Project Quality Management – Why, What and How follows as a good title and guide to understanding the driving forces behind Project Management.

Overview of Book’s Structure

The book chronologically is well laid out.

Section 1Quality Foundations including the definition and how it fits into project management structure. Includes the history of the pioneers, references to ISO and short explanations of six- sigma and criteria for the Malcom Baldridge National Quality Award.

Section 2Quality Management going deep in the Customer interface with Quality Planning and Quality Assurance defined providing the reader in this section the series of events, Customers, Requirements, Specifications, QA Activities, QA Plan to Quality Control circling back to Specifications. This leads the reader to the ultimate in Kaizen reasoning – Plan, Do, Check, Act and Quality Control.

Section 3Tools for Managing Project Quality, Data collection, charts all the tools one would/could be tested on in the PMP exam. i.e. Pareto charts, Histograms and Scatter diagrams with definitions and detailed explanations. Section ends with analyzing the data, solving project problems then aligning to common project practices.

Section 4Quality in Practice. Starts out (in detail) Dr. Deming’s Red Bead Experiment, in which random workers using a paddle to scoop up beads (avoiding red beads) but the system is set up with 20 % Red Beads and 80 percent white beads (preferred) as stated the worker will try to avoid the read beads but ultimately over 5 attempts fashioned to reflect 5 work days the percentage is at best ~ 10 percent red. The point is to fix the “system” not blame the worker. Plan or fix the System up stream not expect that quality will be inspected into the process while being assembled or worked.


Book reads well and has some gems of knowledge and classroom mechanics. At the end of most chapters are 3 closing sections that lend themselves to discussion and classroom interactions. “Points to Ponder” reinforces the reading material with straight forward questions on the concept or teaching in the section example … “What is purpose of cause and effect diagrams?”, a section on “Exercises” to use the tools/learnings and lastly some chapters provide “References” and one will find a tie into the Project Management Body of Knowledge or PMBOK guide.


To read entire Book Review, click here


About the Reviewer

L. Smith, PMP

North Texas, USA


L. Smith, PMP recently retired from Abbott Laboratories as a Project Manager supporting Clinical Chemistry Research & Development.  Paul has been involved in project management for over 10 years.  He currently supports the PMI Dallas Chapter’s Educational committee as an instructor for the Scope Team (PM 202) class. Paul can be contacted at [email protected]


Editor’s note: This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library. PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published. Chapter members are generally mid-career professionals, the audience for most project management books.

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