Quality Management Systems - Revision history

S180230 at 21:23, 4 March 2019

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S180230: /* Quality Management Systems */

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Quality Management Systems

← Older revision		Revision as of 21:03, 4 March 2019
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	<ref name=QMS>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=COMMITTEEDS_S-216&ProductID=M266060 "DS/EN ISO 9001:2015"], [[Dansk Standard]], 23 September 2015.</ref>		<ref name=QMS>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=COMMITTEEDS_S-216&ProductID=M266060 "DS/EN ISO 9001:2015"], [[Dansk Standard]], 23 September 2015.</ref>

	DS/EN ISO 9001:2015 encounters all aspects of the organisation that must be duly considered when designing the QMS for the specific organisation. Depending on the organisation, some processes of the organisations will be of higher importance than other and must be identified via the risk-based approach.<ref name=QMS/> Projects also includes risk and should therefore be included in the QMS where methods of performing these projects is described. Depending on the project its consequence(s) of being unsuccesfull will vary. To minimise the consequences from an unsuccessful project actions to either decrease the consequence or to lower the probability of unsuccessful projects must be done.<ref name=PMBOK/> This can be accomplished by implementing a QMS ~~fitting in~~ the organisation including a described method of performing risk management. <ref name=Risk>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=03.100.01&ProductID=M231261 "DS/EN 31010:2010"], [[Dansk Standard]], 28 May 2010.</ref>		DS/EN ISO 9001:2015 encounters all aspects of the organisation that must be duly considered when designing the QMS for the specific organisation. Depending on the organisation, some processes of the organisations will be of higher importance than other and must be identified via the risk-based approach.<ref name=QMS/> Projects also includes risk and should therefore be included in the QMS where methods of performing these projects is described. Depending on the project its consequence(s) of being unsuccesfull will vary. To minimise the consequences from an unsuccessful project actions to either decrease the consequence or to lower the probability of unsuccessful projects must be done.<ref name=PMBOK/> This can be accomplished by implementing a QMS designed to fit the organisation including a described method of performing risk management. <ref name=Risk>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=03.100.01&ProductID=M231261 "DS/EN 31010:2010"], [[Dansk Standard]], 28 May 2010.</ref>

	DS/EN ISO 9001:2015 describes the QMS in five main topics: <ref name=QMS/>		DS/EN ISO 9001:2015 describes the QMS in five main topics: <ref name=QMS/>
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	*Operation		*Operation

	In order for the project ~~manger~~ to use the QMS as a tool it must firstly be defined and implemented by the organisation. This is done by following DS/EN ISO 9001:2015 and applying it in the organisation, creating a customised QMS focusing on processes which is important for the quality of the products and services made by the organisation. In regards to project management a organisations QMS must make a description of how to performe project management, which methods to use and requirements that must be meet. When the QMS has been defined the project manager will have a clear formula of which methods and requirements that must be followed and how to fulfil these when performing project management.		In order for the project manager to use the QMS as a tool it must firstly be defined and implemented by the organisation. This is done by following DS/EN ISO 9001:2015 and applying it in the organisation, creating a customised QMS focusing on processes which is important for the quality of the products and services made by the organisation. In regards to project management a organisations QMS must make a description of how to performe project management, which methods to use and requirements that must be meet. When the QMS has been defined the project manager will have a clear formula of which methods and requirements that must be followed and how to fulfil these when performing project management.

	In the following sections these key components of a QMS will be described briefly in order to objectify its relevance as a beneficial tool in relation to project management.		In the following sections these key components of a QMS will be described briefly in order to objectify its relevance as a beneficial tool in relation to project management.
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	===Leadership===		===Leadership===
	The management is obligated to follow the QMS and make decisions based on the collected information from it. These decisions must be made using a risk-based approach. Management have the responsibility that the QMS achieves it intended purpose, supports the organisations strategical direction and simultaneously remains focused on the customers satisfaction ~~operation~~ within regulatory requirements. They are responsible for ensuring that the QMS is used throughout the organisation, has an established quality policy and that responsibilities are defined, delegated and understood.<ref name=QMS/>		The management is obligated to follow the QMS and make decisions based on the collected information from it. These decisions must be made using a risk-based approach. Management have the responsibility that the QMS achieves it intended purpose, supports the organisations strategical direction and simultaneously remains focused on the customers satisfaction, operating within regulatory requirements. They are responsible for ensuring that the QMS is used throughout the organisation, has an established quality policy and that responsibilities are defined, delegated and understood.<ref name=QMS/>

	===Planning===		===Planning===

S180230: /* Quality Management Systems */

2019-03-04T20:57:09Z

Quality Management Systems

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	<ref name=QMS>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=COMMITTEEDS_S-216&ProductID=M266060 "DS/EN ISO 9001:2015"], [[Dansk Standard]], 23 September 2015.</ref>		<ref name=QMS>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=COMMITTEEDS_S-216&ProductID=M266060 "DS/EN ISO 9001:2015"], [[Dansk Standard]], 23 September 2015.</ref>

	DS/EN ISO 9001:2015 encounters all aspects of the organisation that must be duly considered when designing the QMS for the specific organisation. Depending on the organisation, some processes of the organisations will be of higher importance than other and must be identified via the risk-based approach.<ref name=QMS/> Projects also includes risk and should therefore be included in the QMS where methods of performing these projects is described. Depending on the project ~~the~~ consequence(s) will ~~not~~ vary ~~succeedingly~~. To minimise the consequences from an unsuccessful project actions to either decrease the consequence or to lower the probability of unsuccessful projects must be done.<ref name=PMBOK/> This can be accomplished by implementing a QMS fitting in the organisation including a described method of performing risk management. <ref name=Risk>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=03.100.01&ProductID=M231261 "DS/EN 31010:2010"], [[Dansk Standard]], 28 May 2010.</ref>		DS/EN ISO 9001:2015 encounters all aspects of the organisation that must be duly considered when designing the QMS for the specific organisation. Depending on the organisation, some processes of the organisations will be of higher importance than other and must be identified via the risk-based approach.<ref name=QMS/> Projects also includes risk and should therefore be included in the QMS where methods of performing these projects is described. Depending on the project its consequence(s) of being unsuccesfull will vary. To minimise the consequences from an unsuccessful project actions to either decrease the consequence or to lower the probability of unsuccessful projects must be done.<ref name=PMBOK/> This can be accomplished by implementing a QMS fitting in the organisation including a described method of performing risk management. <ref name=Risk>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=03.100.01&ProductID=M231261 "DS/EN 31010:2010"], [[Dansk Standard]], 28 May 2010.</ref>

	DS/EN ISO 9001:2015 describes the QMS in five main topics: <ref name=QMS/>		DS/EN ISO 9001:2015 describes the QMS in five main topics: <ref name=QMS/>

S180230: /* Quality Management Systems */

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Quality Management Systems

← Older revision		Revision as of 20:50, 4 March 2019
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	<ref name=QMS>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=COMMITTEEDS_S-216&ProductID=M266060 "DS/EN ISO 9001:2015"], [[Dansk Standard]], 23 September 2015.</ref>		<ref name=QMS>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=COMMITTEEDS_S-216&ProductID=M266060 "DS/EN ISO 9001:2015"], [[Dansk Standard]], 23 September 2015.</ref>

	DS/EN ISO 9001 2015 encounters all aspects of the organisation that must be duly considered when designing the QMS for the specific organisation. Depending on the organisation, some processes of the organisations will be of higher importance than other and must be identified via the risk-based approach.<ref name=QMS/> Projects also includes risk and should therefore be included in the QMS where methods of performing these projects is described. Depending on the project the consequence(s) will not vary succeedingly. To minimise the consequences from an unsuccessful project actions to either decrease the consequence or to lower the probability of unsuccessful projects must be done.<ref name=PMBOK/> This can be accomplished by implementing a QMS fitting in the organisation including a described method of performing risk management. <ref name=Risk>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=03.100.01&ProductID=M231261 "DS/EN 31010:2010"], [[Dansk Standard]], 28 May 2010.</ref>		DS/EN ISO 9001:2015 encounters all aspects of the organisation that must be duly considered when designing the QMS for the specific organisation. Depending on the organisation, some processes of the organisations will be of higher importance than other and must be identified via the risk-based approach.<ref name=QMS/> Projects also includes risk and should therefore be included in the QMS where methods of performing these projects is described. Depending on the project the consequence(s) will not vary succeedingly. To minimise the consequences from an unsuccessful project actions to either decrease the consequence or to lower the probability of unsuccessful projects must be done.<ref name=PMBOK/> This can be accomplished by implementing a QMS fitting in the organisation including a described method of performing risk management. <ref name=Risk>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=03.100.01&ProductID=M231261 "DS/EN 31010:2010"], [[Dansk Standard]], 28 May 2010.</ref>

	DS/EN ISO 9001:2015 describes the QMS in five main topics: <ref name=QMS/>		DS/EN ISO 9001:2015 describes the QMS in five main topics: <ref name=QMS/>

S180230: /* Abstract */

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Abstract

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	<ref name=PMBOK> Project Management Institute, Inc. [https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType:toc/url_slug:root_slug:guide-project-management?kpromoter=federation "Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)"], [[Project Management Institute, Inc. (PMI)]], 22 September 2017.</ref>		<ref name=PMBOK> Project Management Institute, Inc. [https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType:toc/url_slug:root_slug:guide-project-management?kpromoter=federation "Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)"], [[Project Management Institute, Inc. (PMI)]], 22 September 2017.</ref>

	Projects managers should use knowledge from previous projects has input for their project increasing effectiveness and efficiently and thereby the chance of a successful project. In order to do so some output from previous projects needs to be accessible for subsequent project managers consisting of relevant experiences that can be included in the next project. This creates the obligations for the projects managers to use the output produced from previous projects as input for new projects. Furthermore, the project manager must note relevant experiences and included these in the final project report of lessons learned which is to be redistributed.<ref name=PMBOK/> But from all these standards and ~~suggestion~~ what should the project manager be aware of and note doing the project that constitute improvement of prospective projects?		Projects managers should use knowledge from previous projects has input for their project increasing effectiveness and efficiently and thereby the chance of a successful project. In order to do so some output from previous projects needs to be accessible for subsequent project managers consisting of relevant experiences that can be included in the next project. This creates the obligations for the projects managers to use the output produced from previous projects as input for new projects. Furthermore, the project manager must note relevant experiences and included these in the final project report of lessons learned which is to be redistributed.<ref name=PMBOK/> But from all these standards and guides what should the project manager be aware of and note doing the project that constitute improvement of prospective projects?

	This article will explain how a Quality Management System (QMS) can help to address the problem of how to ensure consistent output from projects that can be used as input for the next project and how project managers can use and benefit from this tool. It will furthermore be discussed if the benefits produced from a project increases when performed within the framework of a QMS.		This article will explain how a Quality Management System (QMS) can help to address the problem of how to ensure consistent output from projects that can be used as input for the next project and how project managers can use and benefit from this tool. It will furthermore be discussed if the benefits produced from a project increases when performed within the framework of a QMS.

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	Secondly the organisations have to perform projects on a regular basis otherwise the resources needed for implementation of a QMS would not be beneficial in regard to project management.		Secondly the organisations have to perform projects on a regular basis otherwise the resources needed for implementation of a QMS would not be beneficial in regard to project management.

	Other challenges of a QMS is:https://www.pauwelsconsulting.com/blog/challenges-quality-management/		Other challenges of a QMS is: <ref name=QMSChallenges> Elodie Ancion. [https://www.pauwelsconsulting.com/blog/challenges-quality-management/ "HOW DO YOU HANDLE THESE QUALITY MANAGEMENT CHALLENGES?"], [[Pauwels Consulting]], Accessed 4 March 2019.</ref>
	*cost of implementation will vary depending on the level of detail of which the QMS describes and organisations size.		*cost of implementation will vary depending on the level of detail of which the QMS describes and organisations size.
	*maintenance of the system in order to improve it. This could be flaws in SOP or replacement in methods used.		*maintenance of the system in order to improve it. This could be flaws in SOP or replacement in methods used.

S180230: /* Advantages, Limitations and Challenges */

2019-03-04T20:41:47Z

Advantages, Limitations and Challenges

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	==Advantages, Limitations and Challenges==		==Advantages, Limitations and Challenges==
			===Advantages===
	There are numerus advantages for the project manager from performing project management within a well-defined QMS, not only does the project manager benefit from this but also the organisation itself. A QMS acts as guide for the project manager, ensuring that the project manager at all times know what to do or at least were to find the information needed to execute the project in compliance with the organisation’s requirements, e.g. descriptions and templates of how to perform risk management. Standardisation of the project management can also ease post projects since the documentation and method used in the last project is well described.		There are numerus advantages for the project manager from performing project management within a well-defined QMS, not only does the project manager benefit from this but also the organisation itself. A QMS acts as guide for the project manager, ensuring that the project manager at all times know what to do or at least were to find the information needed to execute the project in compliance with the organisation’s requirements, e.g. descriptions and templates of how to perform risk management. Standardisation of the project management can also ease post projects since the documentation and method used in the last project is well described.
	Revision and evaluation of the projects will gradually improve the quality of the project management, thereby enhance the chance of an increased number of successful projects. By evaluating projects the QMS captures value from the projects and enables lessons learn to be accessible and reused in the next projects. The experiences noted from these evaluations can be collected and turned into best practices. Suggestions in the project management standards mention that lessons learned during the project should be noted and accumulated in a report when the project is finalised.<ref name=PMBOK/><ref name=QMS/> General inputs for this report are suggested in the DS ISO 21500:2013, these must be specified to fit the individual organisation and its defined QMS in order to obtain consistent performance indicators, best practices and how to avoid undesirable actions. <ref name=PM></ref><ref name=QMS></ref><ref name=QMSBasis ></ref>		Revision and evaluation of the projects will gradually improve the quality of the project management, thereby enhance the chance of an increased number of successful projects. By evaluating projects the QMS captures value from the projects and enables lessons learn to be accessible and reused in the next projects. The experiences noted from these evaluations can be collected and turned into best practices. Suggestions in the project management standards mention that lessons learned during the project should be noted and accumulated in a report when the project is finalised.<ref name=PMBOK/><ref name=QMS/> General inputs for this report are suggested in the DS ISO 21500:2013, these must be specified to fit the individual organisation and its defined QMS in order to obtain consistent performance indicators, best practices and how to avoid undesirable actions. <ref name=PM></ref><ref name=QMS></ref><ref name=QMSBasis ></ref>
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	As a QMS is a diverse tool that covers all aspects of an organisation it is not limited to improve a single process as project management but can e.g. also benefit program and portfolio management.		As a QMS is a diverse tool that covers all aspects of an organisation it is not limited to improve a single process as project management but can e.g. also benefit program and portfolio management.

	===Limitations and Challenges:===		===Limitations and Challenges===
	A QMS can in principle be implemented in all organisations but not all organisations will benefit sufficient from it in relation to its cost. The organisation must for this reason estimate if it will benefit from the tool before closing to use it. If it is estimated to be in favour of the organisation and in this case to serve as a tool in favour of the project manager the organisations must firstly create and implement a QMS customised to the specific organisation. The customisation of the QMS to the specific organisation is important in order to make it efficient and effective, since each organisation has different requirements, risks, businesses models etc. and must for this reason be adjusted to incorporate and focus on the elements of importance in the organisation.		A QMS can in principle be implemented in all organisations but not all organisations will benefit sufficient from it in relation to its cost. The organisation must for this reason estimate if it will benefit from the tool before closing to use it. If it is estimated to be in favour of the organisation and in this case to serve as a tool in favour of the project manager the organisations must firstly create and implement a QMS customised to the specific organisation. The customisation of the QMS to the specific organisation is important in order to make it efficient and effective, since each organisation has different requirements, risks, businesses models etc. and must for this reason be adjusted to incorporate and focus on the elements of importance in the organisation.
	Secondly the organisations have to perform projects on a regular basis otherwise the resources needed for implementation of a QMS would not be beneficial in regard to project management.		Secondly the organisations have to perform projects on a regular basis otherwise the resources needed for implementation of a QMS would not be beneficial in regard to project management.

	Other challenges of a QMS is:		Other challenges of a QMS is:https://www.pauwelsconsulting.com/blog/challenges-quality-management/
	*cost of implementation will vary depending on the level of detail of which the QMS describes and organisations size.		*cost of implementation will vary depending on the level of detail of which the QMS describes and organisations size.
	*maintenance of the system in order to improve it. This could be flaws in SOP or replacement in methods used.		*maintenance of the system in order to improve it. This could be flaws in SOP or replacement in methods used.

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S180230: /* Project Management within a Quality Management System */

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Project Management within a Quality Management System

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	==Project Management within a Quality Management System==		==Project Management within a Quality Management System==
	Performing project management within a QMS will obligate the project manager to follow the SOP described in the QMS. Thereby formally standardising methods, processes and considerations that must be used. SOP's could describe the method for project management specifically customised to an organisation needs or simply refer to a project management standard which has been chosen as the method of choice in the organisation. If the organisation choses to refer to a common standard of project management, they organisation must be aware that processes described in e.g. in DS ISO 21500:2013 is very general and with little or no connection to ~~the~~ organisation where it is to be used, creating a gap between the standard and the real-life project. Combining a project management ~~standard~~ with a QMS where ~~specific~~ processes ~~from the project management standard~~ is described ~~with~~ relation to the organisation will enable project managers to access a tool where ~~methods of~~ project management is ~~ready for use~~. With the QMS setting the requirements for at project more ~~projects comply~~ with these requirements. <ref name=PWC> PWC. [https://www.pwc.com.tr/en/publications/arastirmalar/pages/pwc-global-project-management-report-small.pdf "Insights and Trends: Current Portfolio, Programme, and Project Management Practices The third global survey on the current state of project management"], [[PWC]], 2012.</ref>		Performing project management within a QMS will obligate the project manager to follow the SOP described in the QMS. Thereby formally standardising methods, processes and considerations that must be used. SOP's could describe the method for project management specifically customised to an organisation needs or simply refer to a project management standard which has been chosen as the method of choice in the organisation. If the organisation choses to refer to a common standard of project management, they organisation must be aware that processes described in e.g. in DS ISO 21500:2013 and PMBOK® Guide are very general and with little or no connection to a specific organisation where it is to be used, creating a gap between the standard/guide and the real-life project management. Combining project management standards/guides with a QMS where project mananagement processes is specifically described in relation to the organisation, will enable project managers to access a tool with high relevans to the organisation where the project management is to be applied. With the QMS setting the requirements for project management more project managers will insure complains with these requirements.<ref name=PWC> PWC. [https://www.pwc.com.tr/en/publications/arastirmalar/pages/pwc-global-project-management-report-small.pdf "Insights and Trends: Current Portfolio, Programme, and Project Management Practices The third global survey on the current state of project management"], [[PWC]], 2012.</ref>
	The general structuring of a single process as defined in the DS/EN ISO 9001:2015 can be used as a template for all processes. The process of project management can therefore be the activity of the single process. <ref name=QMS></ref>		The general structuring of a single process as defined in the DS/EN ISO 9001:2015 can be used as a template for all processes. The process of project management can therefore be the activity of the single process. <ref name=QMS></ref>
	Combining the tool of a general process as described in DS/EN 9001:2015, the QMS/PDCA and standards of project management creates a basis for a controlled circular process for performing a project and as a project management tool that ensures use of previous projects experiences that has followed the same methods defined by the organisations QMS. This can be illustrated with an updated chart of the single process where the activity is project management, the output is lessons learned and closure reports, the receivers of the outputs is management and project managers, which via the implemented QMS and the circular process of the PDCA ensures continues structured input to new projects within the organisation (figure 3).		Combining the tool of a general process as described in DS/EN 9001:2015, the QMS/PDCA and standards of project management creates a basis for a controlled circular process for performing a project and as a project management tool that ensures use of previous projects experiences that has followed the same methods defined by the organisations QMS. This can be illustrated with an updated chart of the single process where the activity is project management, the output is lessons learned and closure reports, the receivers of the outputs is management and project managers, which via the implemented QMS and the circular process of the PDCA ensures continues structured input to new projects within the organisation (figure 3).

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	[[File:PDCA.png‎\|thumb\|right\|500px\|Figure 1: Plan Do Check Act cyclus with the brackets referring to the chapters of DS/EN ISO 9001:2015 <ref name=QMS/> <ref>Holst, Lars Brandt. [Redrawing of DS/EN ISO 9001 2015 PDCA], 2019</ref>]]		[[File:PDCA.png‎\|thumb\|right\|500px\|Figure 1: Plan Do Check Act cyclus with the brackets referring to the chapters of DS/EN ISO 9001:2015 <ref name=QMS/> <ref>Holst, Lars Brandt. [Redrawing of DS/EN ISO 9001 2015 PDCA], 2019</ref>]]

	Figure 1 illustrates the PDCA and shows how it incorporates all of the chapters of the DS/EN ISO 9001 2015 as a circular process. Further description of the content of each step is therefore referred to in section “Quality ~~management systems~~. The PDCA ensures that the QMS is implemented in the organisation as a circular process where plans, processes, actions are frequently evaluated and improved.		Figure 1 illustrates the PDCA and shows how it incorporates all of the chapters of the DS/EN ISO 9001 2015 as a circular process. Further description of the content of each step is therefore referred to in section “Quality Management Systems". The PDCA ensures that the QMS is implemented in the organisation as a circular process where plans, processes, actions are frequently evaluated and improved.

	A single process within a QMS can be illustrated as in figure 2.		A single process within a QMS can be illustrated as in figure 2.
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	[[File:PM.png‎\|thumb\|right\|400px\|Figure 3: Project management process <ref name=PM></ref>]]		[[File:PM.png‎\|thumb\|right\|400px\|Figure 3: Project management process <ref name=PM></ref>]]

	DS/ISO 21500:2013 is one of several standards that can help the project manager to navigate through a project. But with several different standards to follow it can create multiple different ways of performing project management and thereby different outputs. This leads to the needs of a decision of what standard to follow in the organisation to create a consistent output of lessons learned which can be used as part of the input for the next project. These influencing factors are controlled by an effective QMS where Standard Operation Procedures(SOP) describe and standardise general methods and considerations which must be encountered when a project is carried out.		DS/ISO 21500:2013 is one of several standards and guides that can help the project manager to navigate through a project. But with several different standards and guides to follow it can create multiple different ways of performing project management and thereby different outputs. This leads to the needs of a decision of what standard to follow in the organisation to create a consistent output of lessons learned which can be used as part of the input for the next project. These influencing factors are controlled by an effective QMS where Standard Operation Procedures(SOP) describe and standardise general methods and considerations which must be encountered when a project is carried out.

	==Project Management within a Quality Management System==		==Project Management within a Quality Management System==
	Performing project management within a QMS will obligate the project manager to follow the SOP described in the QMS. Thereby formally standardising methods, processes and considerations must be used. SOP's could describe the method for project management specifically customised to an organisation needs or simply refer to a project management standard which has been chosen as the method of choice in the organisation. If the organisation choses to refer to a common standard of project management, ~~they~~ organisation must be aware that processes described in e.g. in DS ISO 21500:2013 and PMBOK® Guide are very general and with little or no connection to a specific organisation where it is to be used, creating a gap between the standard/guide and the real-life project management. Combining project management standards/guides with a QMS where project mananagement processes is specifically described in relation to the organisation, will enable project managers to access a tool with high relevans to the organisation where the project management is to be applied. With the QMS setting the requirements for project management more project managers will insure ~~complains~~ with these requirements.<ref name=PWC> PWC. [https://www.pwc.com.tr/en/publications/arastirmalar/pages/pwc-global-project-management-report-small.pdf "Insights and Trends: Current Portfolio, Programme, and Project Management Practices The third global survey on the current state of project management"], [[PWC]], 2012.</ref>		Performing project management within a QMS will obligate the project manager to follow the SOP described in the QMS. Thereby formally standardising methods, processes and considerations must be used. SOP's could describe the method for project management specifically customised to an organisation needs or simply refer to a project management standard which has been chosen as the method of choice in the organisation. If the organisation choses to refer to a common standard or guide of project management, the organisation must be aware that processes described in e.g. in DS ISO 21500:2013 and PMBOK® Guide are very general and with little or no connection to a specific organisation where it is to be used, creating a gap between the standard/guide and the real-life project management. Combining project management standards/guides with a QMS where project mananagement processes is specifically described in relation to the organisation, will enable project managers to access a tool with high relevans to the organisation where the project management is to be applied. With the QMS setting the requirements for project management more project managers will insure compliance with these requirements.<ref name=PWC> PWC. [https://www.pwc.com.tr/en/publications/arastirmalar/pages/pwc-global-project-management-report-small.pdf "Insights and Trends: Current Portfolio, Programme, and Project Management Practices The third global survey on the current state of project management"], [[PWC]], 2012.</ref>
	The general structuring of a single process as defined in the DS/EN ISO 9001:2015 can be used as a template for all processes. The process of project management can therefore be the activity of the single process. <ref name=QMS></ref>		The general structuring of a single process as defined in the DS/EN ISO 9001:2015 can be used as a template for all processes. The process of project management can therefore be the activity of the single process. <ref name=QMS></ref>
	Combining the ~~tool~~ of a ~~general~~ process as described in DS/EN 9001:2015, the QMS/PDCA and standards of project management creates a basis for a controlled circular process for performing a project and as a project management tool that ensures use of previous projects experiences that has followed the same methods defined by the organisations QMS. This can be illustrated with an updated chart of the single process where the activity is project management, the output is lessons learned and closure reports, the receivers of the outputs is management and project managers, which via the implemented QMS and the circular process of the PDCA ensures continues structured input to new projects within the organisation (figure 3).		Combining the flow of a single process as described in DS/EN 9001:2015, the QMS/PDCA and standards of project management creates a basis for a controlled circular process for performing a project and as a project management tool that ensures use of previous projects experiences that has followed the same methods defined by the organisations QMS. This can be illustrated with an updated chart of the single process where the activity is project management, the output is lessons learned and closure reports, the receivers of the outputs is management and project managers, which via the implemented QMS and the circular process of the PDCA ensures continues structured input to new projects within the organisation (figure 3).

	[[File:Process_In_QMS.png‎\|thumb\|right\|600px\|Figure 3: Project management within a QMS. Project management can be view as a single process living within a QMS, where the QMS ensures feedback and a defined project management process. <ref name=QMS></ref> <ref>Holst, Lars Brandt. [Combining DS/EN ISO 9001:2015 of a single process, QMS and DS/ISO 21500:2013], 2019</ref>]]		[[File:Process_In_QMS.png‎\|thumb\|right\|600px\|Figure 3: Project management within a QMS. Project management can be view as a single process living within a QMS, where the QMS ensures feedback and a defined project management process. <ref name=QMS></ref> <ref>Holst, Lars Brandt. [Combining DS/EN ISO 9001:2015 of a single process, QMS and DS/ISO 21500:2013], 2019</ref>]]

	The whole process lives within the QMS, where each step of the process has been specifically defined disabling uncontrolled processes and variation of what to be included. Hereby producing consistent outputs with best practices easy to use for project managers.		The whole process lives within the QMS, where each step of the process has been specifically defined disabling uncontrolled processes and variation of what to be included. Hereby producing consistent outputs with best practices easy to use for project managers in prospective projects.
	As an example of an important SOP to describe in a QMS with relevance to the project management is how a project should be evaluated. A description of which objectives or performance indicators that the project management must be aware of and measure. A concrete template for a project evaluation stating what objectives or performance indicators that must be evaluated by internal and external stakeholders.		As an example of an important SOP to describe in a QMS with relevance to the project management is how a project should be evaluated. A description of which objectives or performance indicators that the project management must be aware of and measure. A concrete template for a project evaluation stating what objectives or performance indicators that must be evaluated by internal and external stakeholders.

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	===Limitations and Challenges===		===Limitations and Challenges===
	A QMS can in principle be implemented in all organisations but not all organisations will benefit sufficient from it ~~in relation~~ to its cost. The organisation must for this reason estimate if it will benefit from the tool before ~~closing~~ to use it. If it is estimated to be in favour of the organisation and in this case to serve as a tool in favour of the project manager the organisations must firstly create and implement a QMS customised to the specific organisation. The customisation of the QMS to the specific organisation is important in order to make it efficient and effective, since each organisation has different requirements, risks, businesses models etc. and must for this reason be adjusted to incorporate and focus on the elements of importance in the organisation.		A QMS can in principle be implemented in all organisations but not all organisations will benefit sufficient from it relative to its cost. The organisation must for this reason estimate if it will benefit from the tool before choosing to use it. If it is estimated to be in favour of the organisation and in this case to serve as a tool in favour of the project manager the organisations must firstly create and implement a QMS customised to the specific organisation. The customisation of the QMS to the specific organisation is important in order to make it efficient and effective, since each organisation has different requirements, risks, businesses models etc. and must for this reason be adjusted to incorporate and focus on the elements of importance in the organisation.
	Secondly the organisations have to perform projects on a regular basis otherwise the resources needed for implementation of a QMS would not be beneficial in regard to project management.		Secondly the organisations have to perform projects on a regular basis otherwise the resources needed for implementation of a QMS would not be beneficial in regard to project management.

← Older revision		Revision as of 20:39, 4 March 2019
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	Figure 1 illustrates the PDCA and shows how it incorporates all of the chapters of the DS/EN ISO 9001 2015 as a circular process. Further description of the content of each step is therefore referred to in section “Quality management systems. The PDCA ensures that the QMS is implemented in the organisation as a circular process where plans, processes, actions are frequently evaluated and improved.		Figure 1 illustrates the PDCA and shows how it incorporates all of the chapters of the DS/EN ISO 9001 2015 as a circular process. Further description of the content of each step is therefore referred to in section “Quality management systems. The PDCA ensures that the QMS is implemented in the organisation as a circular process where plans, processes, actions are frequently evaluated and improved.

	A single ~~processes~~ within a QMS can be illustrated as in figure 2.		A single process within a QMS can be illustrated as in figure 2.

	[[File:AProcess.png‎\|thumb\|right\|600px\|Figure 2: Schematic representation of the elements of a single process <ref name=QMS></ref>]]		[[File:AProcess.png‎\|thumb\|right\|600px\|Figure 2: Schematic representation of the elements of a single process <ref name=QMS></ref>]]

	This generic way of structuring a single process includes some of the parameters a project manager must encounter in a project. <ref name=PM></ref><ref name=PMBOK></ref> The single process can be used as the general structure where a given activity can be put in the box "Activity". Project management can be ~~view they~~ activity, putting project management in context of ~~that some input~~ is needed in order to ~~create the~~ output.		This generic way of structuring a single process includes some of the parameters a project manager must encounter in a project. <ref name=PM></ref><ref name=PMBOK></ref> The single process can be used as the general structure where a given activity can be put in the box "Activity". Project management can be viewed as the activity, putting project management in context of which inputs is needed in order to perform project management with a higher quality output than previus projects.

	==Project Management==		==Project Management==
	Project management is the way of controlling and guiding a project and its stakeholders towards the project goal by use of methods, tools and expertise within the project’s constraints. Managing a project must be aware of the basic requirements of a project that it is a contemporary constellation with a defined timeframe and the goal of creating or adding benefits compared to the baseline. This is often aligned with the organisation’s strategy.<ref name=PM></ref> Multiple factor inside and outside the ~~organisation’s~~ boundaries can affect the project and must therefore be encountered by the project manager in order to reduce risks and succeed with the projects goal. Guides and standards upon project management can be used to control and encounter these factors guiding the project manager on what to be aware of.		Project management is the way of controlling and guiding a project and its stakeholders towards the project goal by use of methods, tools and expertise within the project’s constraints. Managing a project must be aware of the basic requirements of a project that it is a contemporary constellation with a defined timeframe and the goal of creating or adding benefits compared to the baseline. This is often aligned with the organisation’s strategy.<ref name=PM></ref> Multiple factor inside and outside the boundaries of the organisation can affect the project and must therefore be encountered by the project manager in order to reduce risks and succeed with the projects goal. Guides and standards upon project management can be used to control and encounter these factors guiding the project manager what to be aware of.
	Following standard of DS ISO 21500:2013 the project management is divided into processes, creating a systematic approach for the project manager to follow. These processes describe what to do in each phase of project management, the purpose of the process, its primary inputs and outputs. <ref name=PM></ref>		Following standard of DS ISO 21500:2013 the project management is divided into processes, creating a systematic approach for the project manager to follow. These processes describe what to do in each phase of project management, the purpose of the process, its primary inputs and outputs. <ref name=PM></ref>
	Project management generally consist of five processes: Initiating, Planning, Controlling, Closing and Implementing. The interaction, input and outputs between the processes can be illustrated via figure 3.		Project management generally consist of five processes: Initiating, Planning, Controlling, Closing and Implementing. The interaction, input and outputs between the processes can be illustrated via figure 3.
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	[[File:PM.png‎\|thumb\|right\|400px\|Figure 3: Project management process <ref name=PM></ref>]]		[[File:PM.png‎\|thumb\|right\|400px\|Figure 3: Project management process <ref name=PM></ref>]]

	DS/ISO 21500:2013 is one of several standards that can help the project manager to navigate through a project. But with several different standards to follow it can create multiple different ways of performing project management and thereby different outputs. This leads to the needs of a decision of what standard to follow in the organisation to create a consistent output of lessons learned which can be used as part of the input for the next project. These influencing factors be controlled by an effective QMS where Standard Operation Procedures(SOP) describe and standardise general methods and considerations which must be encountered when a project is carried out.		DS/ISO 21500:2013 is one of several standards that can help the project manager to navigate through a project. But with several different standards to follow it can create multiple different ways of performing project management and thereby different outputs. This leads to the needs of a decision of what standard to follow in the organisation to create a consistent output of lessons learned which can be used as part of the input for the next project. These influencing factors are controlled by an effective QMS where Standard Operation Procedures(SOP) describe and standardise general methods and considerations which must be encountered when a project is carried out.

	==Project Management within a Quality Management System==		==Project Management within a Quality Management System==
	Performing project management within a QMS will obligate the project manager to follow the SOP described in the QMS. Thereby formally standardising methods, processes and considerations ~~that~~ must be used. SOP's could describe the method for project management specifically customised to an organisation needs or simply refer to a project management standard which has been chosen as the method of choice in the organisation. If the organisation choses to refer to a common standard of project management, they organisation must be aware that processes described in e.g. in DS ISO 21500:2013 and PMBOK® Guide are very general and with little or no connection to a specific organisation where it is to be used, creating a gap between the standard/guide and the real-life project management. Combining project management standards/guides with a QMS where project mananagement processes is specifically described in relation to the organisation, will enable project managers to access a tool with high relevans to the organisation where the project management is to be applied. With the QMS setting the requirements for project management more project managers will insure complains with these requirements.<ref name=PWC> PWC. [https://www.pwc.com.tr/en/publications/arastirmalar/pages/pwc-global-project-management-report-small.pdf "Insights and Trends: Current Portfolio, Programme, and Project Management Practices The third global survey on the current state of project management"], [[PWC]], 2012.</ref>		Performing project management within a QMS will obligate the project manager to follow the SOP described in the QMS. Thereby formally standardising methods, processes and considerations must be used. SOP's could describe the method for project management specifically customised to an organisation needs or simply refer to a project management standard which has been chosen as the method of choice in the organisation. If the organisation choses to refer to a common standard of project management, they organisation must be aware that processes described in e.g. in DS ISO 21500:2013 and PMBOK® Guide are very general and with little or no connection to a specific organisation where it is to be used, creating a gap between the standard/guide and the real-life project management. Combining project management standards/guides with a QMS where project mananagement processes is specifically described in relation to the organisation, will enable project managers to access a tool with high relevans to the organisation where the project management is to be applied. With the QMS setting the requirements for project management more project managers will insure complains with these requirements.<ref name=PWC> PWC. [https://www.pwc.com.tr/en/publications/arastirmalar/pages/pwc-global-project-management-report-small.pdf "Insights and Trends: Current Portfolio, Programme, and Project Management Practices The third global survey on the current state of project management"], [[PWC]], 2012.</ref>
	The general structuring of a single process as defined in the DS/EN ISO 9001:2015 can be used as a template for all processes. The process of project management can therefore be the activity of the single process. <ref name=QMS></ref>		The general structuring of a single process as defined in the DS/EN ISO 9001:2015 can be used as a template for all processes. The process of project management can therefore be the activity of the single process. <ref name=QMS></ref>
	Combining the tool of a general process as described in DS/EN 9001:2015, the QMS/PDCA and standards of project management creates a basis for a controlled circular process for performing a project and as a project management tool that ensures use of previous projects experiences that has followed the same methods defined by the organisations QMS. This can be illustrated with an updated chart of the single process where the activity is project management, the output is lessons learned and closure reports, the receivers of the outputs is management and project managers, which via the implemented QMS and the circular process of the PDCA ensures continues structured input to new projects within the organisation (figure 3).		Combining the tool of a general process as described in DS/EN 9001:2015, the QMS/PDCA and standards of project management creates a basis for a controlled circular process for performing a project and as a project management tool that ensures use of previous projects experiences that has followed the same methods defined by the organisations QMS. This can be illustrated with an updated chart of the single process where the activity is project management, the output is lessons learned and closure reports, the receivers of the outputs is management and project managers, which via the implemented QMS and the circular process of the PDCA ensures continues structured input to new projects within the organisation (figure 3).
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	===DS/EN ISO 9001:2015===		===DS/EN ISO 9001:2015===
	The section ~~about a~~ QMS incorporate some of the most ~~inessential~~ part of a QMS. In order to create a QMS in compliance with the standard DS/EN ISO 9001 ~~and~~ it is necessary to systematically go through its requirements.		The section in this article covering QMS incorporate some of the most essential part of a QMS. In order to create a QMS in compliance with the standard DS/EN ISO 9001 it is necessary to systematically go through its requirements.

	==References==		==References==
	<references/>		<references/>

← Older revision		Revision as of 20:24, 4 March 2019
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	==Abstract==		==Abstract==
	When performing project management multiple standards can be ~~used and~~ followed to enhance the ~~projects~~ chance of success and benefits. Standards that all suggest methods to follow and considerations that should be made by the project managers and the stakeholders before, ~~doing~~ and after the execution of a project.		When performing project management multiple standards and guides can be followed to enhance the chance of success and benefits of the project. Standards and guides that all suggest methods to follow and considerations that should be made by the project managers and the stakeholders before, during and after the execution of a project.
	<ref name=PM> Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=118&productid=M268368 "DS/ISO 21500:2013"], [[Dansk Standard]], 31 October 2013.</ref>		<ref name=PM> Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=118&productid=M268368 "DS/ISO 21500:2013"], [[Dansk Standard]], 31 October 2013.</ref>
	<ref name=PMBOK> Project Management Institute, Inc. [https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType:toc/url_slug:root_slug:guide-project-management?kpromoter=federation "Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)"], [[Project Management Institute, Inc. (PMI)]], 22 September 2017.</ref>		<ref name=PMBOK> Project Management Institute, Inc. [https://app-knovel-com.proxy.findit.dtu.dk/web/toc.v/cid:kpGPMBKP02/viewerType:toc/root_slug:viewerType:toc/url_slug:root_slug:guide-project-management?kpromoter=federation "Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition)"], [[Project Management Institute, Inc. (PMI)]], 22 September 2017.</ref>
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	This article will explain how a Quality Management System (QMS) can help to address the problem of how to ensure consistent output from projects that can be used as input for the next project and how project managers can use and benefit from this tool. It will furthermore be discussed if the benefits produced from a project increases when performed within the framework of a QMS.		This article will explain how a Quality Management System (QMS) can help to address the problem of how to ensure consistent output from projects that can be used as input for the next project and how project managers can use and benefit from this tool. It will furthermore be discussed if the benefits produced from a project increases when performed within the framework of a QMS.
	DS/EN ISO 9001 2015 outlays Plan Do Check Act (PDCA) as an essential part of the QMS and by this reason ways of incorporating the PDCA in a project will be suggested.<ref name=QMS/> General principles of risk-based thinking will be explained and why it is important to include in ~~a company’s~~ QMS and project management.<ref name=PMBOK/>		DS/EN ISO 9001 2015 outlays Plan Do Check Act (PDCA) as an essential part of the QMS and by this reason ways of incorporating the PDCA in a project will be suggested.<ref name=QMS/> General principles of risk-based thinking will be explained and why it is important to include in the QMS and project management in a company.<ref name=PMBOK/>
	It will be argued that more organisations should implement a QMS in order to know their current level of performance of projects and knowing their progress from investments and initiatives.		It will be argued that more organisations should implement a QMS in order to know their current level of performance of projects and knowing their progress from investments and initiatives.
	By combining methods from standards and literature upon project management and QMS’s, suggestions of how a QMS can help a project manager and organisations to consistently improve from each project to the next.		By combining methods from standards and literature upon project management and QMS’s, suggestions of how a QMS can help a project manager and organisations to consistently improve from each project to the next.

	==Quality Management Systems==		==Quality Management Systems==
	A Quality Management System(QMS) is a systematic tool that helps an organisation standardise and define processes in order to improve their performance. QMS includes monitoring information internally and externally of an organisation e.g. via collection of information such as performance indicators, training of employees, nonconformities and their root curse, well-argued management decisions based on such information and can ~~ensuring~~ a gradually increase of the performance. It focuses on creating a closed loop in the organisation, known as the Plan Do Check Act (PDCA), which helps structuring processes and gradually improve their performance. It can be adopted in any organisation and must be customised to the specific organisation to enhance its effect.		A Quality Management System(QMS) is a systematic tool that helps an organisation standardise and define processes in order to improve their performance. QMS includes monitoring information internally and externally of an organisation e.g. via collection of information such as performance indicators, training of employees, nonconformities and their root curse, well-argued management decisions based on such information and can ensure a gradually increase of the performance. It focuses on creating a closed loop in the organisation, known as the Plan Do Check Act (PDCA), which helps structuring processes and gradually improve their performance. It can be adopted in any organisation and must be customised to the specific organisation to enhance its effect.
	<ref name=QMS>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=COMMITTEEDS_S-216&ProductID=M266060 "DS/EN ISO 9001:2015"], [[Dansk Standard]], 23 September 2015.</ref>		<ref name=QMS>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=COMMITTEEDS_S-216&ProductID=M266060 "DS/EN ISO 9001:2015"], [[Dansk Standard]], 23 September 2015.</ref>

	DS/EN ISO 9001 2015 encounters all aspects of the organisation that must be duly considered when designing the QMS for the specific organisation. Depending on the organisation, some processes of the organisations will be of higher importance than other and must be identified via the risk-based approach.<ref name=QMS/> Projects also includes risk and should therefore be included in the QMS where methods of performing these projects is described. Depending on the project the consequence(s) ~~of it~~ not ~~succeeding will~~ vary. To minimise the consequences from an unsuccessful project actions to either decrease the consequence or to lower the probability of unsuccessful projects must be done.<ref name=PMBOK/> This can be accomplished by implementing a QMS fitting the organisation including a described method of performing risk management. <ref name=Risk>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=03.100.01&ProductID=M231261 "DS/EN 31010:2010"], [[Dansk Standard]], 28 May 2010.</ref>		DS/EN ISO 9001 2015 encounters all aspects of the organisation that must be duly considered when designing the QMS for the specific organisation. Depending on the organisation, some processes of the organisations will be of higher importance than other and must be identified via the risk-based approach.<ref name=QMS/> Projects also includes risk and should therefore be included in the QMS where methods of performing these projects is described. Depending on the project the consequence(s) will not vary succeedingly. To minimise the consequences from an unsuccessful project actions to either decrease the consequence or to lower the probability of unsuccessful projects must be done.<ref name=PMBOK/> This can be accomplished by implementing a QMS fitting in the organisation including a described method of performing risk management. <ref name=Risk>Dansk Standard. [https://webshop.ds.dk/Default.aspx?ID=120&GroupID=03.100.01&ProductID=M231261 "DS/EN 31010:2010"], [[Dansk Standard]], 28 May 2010.</ref>

	DS/EN ISO 9001:2015 describes the QMS in five main topics: <ref name=QMS/>		DS/EN ISO 9001:2015 describes the QMS in five main topics: <ref name=QMS/>
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	In the following sections these key components of a QMS will be described briefly in order to objectify its relevance as a beneficial tool in relation to project management.		In the following sections these key components of a QMS will be described briefly in order to objectify its relevance as a beneficial tool in relation to project management.
	===Context of the organisation===		===Context of the organisation===
	An organisation implementing a QMS must consider which factors that needs to be monitored internally and externally. The factors monitored will vary for each organisation since organisations has different values, structures and risks. Therefore, when choosing which factors to measured, the organisation needs to look inwards and estimate which processes is of particular importance to improving customer satisfaction. Also processes for improvements of the organisations QMS must be in place.<ref name=QMS/>		An organisation implementing a QMS must consider which factors that needs to be monitored internally and externally. The factors monitored will vary for each organisation since organisations has different values, structures and risks. Therefore, when choosing which factors to be measured, the organisation needs to look inwards and estimate which processes is of particular importance to improving customer satisfaction. Also processes for improvements of the organisations QMS must be in place.<ref name=QMS/>

	===Leadership===		===Leadership===
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	===Planning===		===Planning===
	When designing the QMS the organisations must encounter its own position in the market and how they influence stakeholders. The organisation must determine risk and opportunities which needs to be addressed. Mitigating actions to reduce the identified risks shall be planned in order to lower each risk as much as possible.		When designing the QMS the organisations must encounter its own position in the market and how they influence stakeholders. The organisation must determine risk and opportunities which needs to be addressed. Mitigating actions to reduce the identified risks shall be planned in order to lower each risk as much as possible.
	The organisation must define measurable quality objectives in line with the QMS-policy. These objectives must be known throughout the organisation and planned how to be achieved. ~~The~~ must furthermore ~~describes~~ how these measurable objectives is evaluated.<ref name=QMS/>		The organisation must define measurable quality objectives in line with the QMS-policy. These objectives must be known throughout the organisation and planned how to be achieved. It must furthermore be described how these measurable objectives are evaluated.<ref name=QMS/>

	===Support===		===Support===
	Resources needed to create, maintain and improve the QMS shall be determined and provided by the organisation including human recourses and their competences, infrastructure and environment required for operation of processes. The competences of employees shall be documented to guarantee tasks is done is compliance with defined requirements.		Resources needed to create, maintain and improve the QMS shall be determined and provided by the organisation including human recourses and their competences, infrastructure and environment required for operation of processes. The competences of employees shall be documented to guarantee tasks are done/made in compliance with defined requirements.
	The organisation must measure relevant resources to ensure sufficient supplies. Tracing the flow of the recourses is required in order to determine the status and make improvements where needed.		The organisation must measure relevant resources to ensure sufficient supplies. Tracing the flow of the recourses is required in order to determine the status and make improvements where needed.
	The organisation must determine which processes and information from these that is needed to be documented in order to obtain and improve the effectiveness and efficiency of the QMS. Furthermore, the QMS must describe and document procedures for communication internally and externally. The documentation must be controlled and include necessary metadata to identify the author, date, format, changes that has been made and who approved these.<ref name=QMS/>		The organisation must determine which processes and information from these that is needed to be documented in order to obtain and improve the effectiveness and efficiency of the QMS. Furthermore, the QMS must describe and document procedures for communication internally and externally. The documentation must be controlled and include necessary metadata to identify the author, date, format, changes that has been made and who approved these.<ref name=QMS/>
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	===Performance evaluation===		===Performance evaluation===
	The organisation must determine which data and information to measure, analyse and evaluate ~~upon~~. This should be processes which is of the highest importance for the organisation. Management must perform reviews of this information which they must use to decided actions to improve the QMS and its processes.		The organisation must determine which data and information to measure, analyse and evaluate. This should be processes which is of the highest importance for the organisation. Management must perform reviews of this information which they must use to decided actions to improve the QMS and its processes.
	As part of the evaluation internal audits shall be performed regularly with the focus of checking compliance with internal procedures, DS/EN ISO 9001:2015 and the efficiency of the QMS.<ref name=QMS/>		As part of the evaluation internal audits shall be performed regularly with the focus of checking compliance with internal procedures, DS/EN ISO 9001:2015 and the efficiency of the QMS.<ref name=QMS/>