---
esco_uri: http://data.europa.eu/esco/skill/8af372fa-7b85-4bab-ab20-3f2eb980c400
esco_label: "total quality control"
relation: optional
onet_soc: 13-1082.00
source: model-knowledge
confidence: high
qa_count: 0
generator: gemma3:27b (prompt-designed and spot-checked by Claude)
generated: 2026-07-10
---

# total quality control — Project Manager

As a Project Manager practicing Total Quality Control (TQC) isn't about *finding* defects, it’s about building quality *into* the project from day one. This means actively participating in defining clear, measurable quality standards for deliverables – not just accepting vague requirements. Daily tasks include facilitating workshops to establish 'definition of done', ensuring team members understand those standards, and embedding quality checks into every work package (e.g., code reviews, design sign-offs, testing protocols). Think beyond simply verifying outputs; it's about proactively preventing issues through process improvement and empowering the team to take ownership of quality at *their* level.

Tools supporting TQC for a PM aren’t just QA software – though those are important. It’s also things like risk registers (identifying potential quality failures), RACI matrices (clarifying responsibility for quality tasks), and even simple checklists used consistently. A good PM using TQC will leverage techniques like Pareto charts to focus on the 'vital few' quality issues impacting the project most, rather than getting bogged down in trivial defects. They’ll also champion a ‘stop-the-line’ mentality – empowering team members to halt work if something fundamentally compromises quality, even if it impacts schedule.

Pitfalls include mistaking TQC for simply *more* inspection; that's still reactive. Another is failing to secure buy-in from the entire team - TQC requires a cultural shift where everyone feels responsible. A common mistake is setting unrealistic quality standards (perfection is the enemy of good) or not allocating sufficient time/resources for quality activities. Finally, ignoring feedback loops – not analyzing defects to improve processes – defeats the purpose.

Good looks like consistently delivering project outcomes that meet *and* exceed stakeholder expectations, with minimal rework and a reputation for reliability. It’s evidenced by proactive problem-solving, a highly engaged team focused on continuous improvement, and demonstrably reduced costs associated with quality failures. A TQC-focused PM doesn't just deliver 'on time and budget', they deliver ‘right the first time’.

## Weitere Anreicherung

Stage-2 source for future practitioner grounding: CORE / DOAB (open-access HR & organisational research).
