---
reference_type: Principle
reference_id: P08
name: Build Quality into Processes and Deliverables
version: "1.0.0"
status: Deprecated
edition: PMBOK7
pmbok8_source: "PMBOK8 Standard §3.8 — Build Quality into Processes and Deliverables"
authority: PMI-derived
---

# P08 — Build Quality into Processes and Deliverables
**Type:** Principle
**PMBOK8 Source:** PMBOK8 Standard §3.8 — Build Quality into Processes and Deliverables
**Version:** 1.0.0

## Definition
PMBOK 8 Standard §3.8 defines quality in project management across two dimensions: conformance to requirements (the deliverable meets agreed specifications) and fitness for use (the deliverable satisfies the customer's actual need). Quality is not an inspection step applied at the end of delivery — it is built into the processes, practices, and standards that produce deliverables throughout the project lifecycle. Prevention is less costly than correction, and early defect detection is less costly than late-stage rework. The quality principle applies equally to the product being produced and to the project management processes themselves. Delivering a product that meets its specification but was produced through dysfunctional processes is not a quality outcome.

## Key Characteristics
- **Prevention over inspection:** Effort invested in quality planning and quality assurance activities prevents defects from occurring rather than catching them after the fact — reducing the total cost of quality (§3.8).
- **Dual application — product and process:** Quality standards apply both to what the project produces (deliverables, products, services, results) and to how the project is managed (processes, practices, governance) (§3.8).
- **Requirements as quality criteria:** Quality is defined relative to agreed requirements and acceptance criteria — quality management begins with clear, traceable requirements against which conformance can be measured (§3.8).
- **Cost of quality awareness:** Quality decisions involve trade-offs between the cost of conformance (prevention and appraisal activities) and the cost of non-conformance (internal and external failure costs) (§3.8).
- **Continuous improvement:** Quality outcomes feed back into process improvement — retrospectives, lessons learned, and root cause analysis are quality practices that improve future performance (§3.8).
- **Stakeholder satisfaction as a quality measure:** Meeting specifications is necessary but not sufficient; customer satisfaction — whether the delivered result actually serves the intended purpose — is the ultimate quality test (§3.8).

## Relationship to Other Principles
| Principle | Relationship |
|---|---|
| P04 — Focus on Value | Quality underpins value delivery; a deliverable that does not meet quality standards cannot reliably deliver the intended benefit (§3.4, §3.8) |
| P03 — Engage Stakeholders | Quality is defined by and measured against stakeholder needs and expectations; engagement ensures quality criteria reflect actual requirements rather than assumed ones (§3.3, §3.8) |
| P07 — Tailor Based on Context | The quality management approach is tailored to the project context — industry standards, regulatory requirements, risk tolerance, and stakeholder expectations all shape which quality activities are appropriate (§3.7, §3.8) |
| P02 — Demonstrate Leadership Behaviors | Leaders model quality mindset and create the conditions — psychological safety, accountability, resources — that allow teams to build quality into their work (§3.2, §3.8) |

## Artifact Connections
| Artifact | Connection |
|---|---|
| A09 — Quality Management Plan | Primary artifact for this principle; defines the quality standards, quality metrics, quality assurance activities, quality control approach, and improvement mechanisms for the project |
| A13 — Requirements Traceability Matrix | Quality control requires traceability — requirements must be traceable from origin to acceptance test so that conformance can be verified at every stage |
| A08 — Scope and Requirements Decision Record | Requirements documented here become the quality criteria — changes to scope or requirements directly affect what quality means on the project |
| A17 — Performance Reporting | Quality metrics, defect rates, test results, and non-conformance data are reported as part of overall project performance, enabling corrective action |

## Skill Connections
| Skill ID | Skill Name | Connection |
|---|---|---|
| SKL-03-10 | Plan Quality Management | Translates this principle into practice by defining quality standards, metrics, roles, tools, and activities that will govern the project |
| SKL-04-07 | Manage Quality | Applies the planned quality management approach through audits, process reviews, and continuous improvement activities during execution |
| SKL-05-04 | Control Quality | Verifies that deliverables conform to quality requirements by measuring, inspecting, and testing outputs against defined acceptance criteria |

## Questions to Ask in Practice
1. Have we defined quality criteria — in measurable, verifiable terms — for every major deliverable, and have those criteria been agreed with the relevant stakeholders?
2. What quality assurance activities are built into our delivery process to prevent defects from reaching later stages, rather than relying entirely on end-of-phase inspection?
3. Are we tracking the cost of quality — both the cost of prevention/appraisal activities and the cost of defects found — to inform future quality investment decisions?
4. Do our quality processes apply equally to how the project is managed (governance, documentation, process adherence) as well as to what the project produces?
5. When defects or non-conformances occur, do we perform root cause analysis and feed the lessons back into improved processes, or do we simply fix and move on?

*Authority: PMBOK8 Standard §3.8 — Build Quality into Processes and Deliverables · Source type: PMI-derived*
*Repository: https://github.com/fakhruldeen/PMOSkills*
