Portfolio Director

Quality Analysts use their skills for gathering, analyzing and presenting data to improve the quality of products and services for business users. Although the specifics of the role will differ depending on the industry and organization, the main duties are likely to be similar. 

Quality Analysts focus on planning and conducting audits against important measures of product and service quality. This might for example, include surveying a sample of transactions for users of the IT service desk to assess whether their issues were resolved, or reviewing a service specification to see if it meets quality standards. Correcting quality issues at an early stage reduces the organization's costs.

Quality Analysts play a key role in establishing what their organization’s quality standards should be, often using their experience and knowledge of industry standards as a benchmark.

Analyzing and reporting results in a key area of work. Quality Analysts are skilled in gathering data and using quality tools like root cause analysis to find the source of defects and to make recommendations for improving processes.

Typical Tasks

  • Work with operational staff to establish and document operating procedures and standards
  • Perform quality audits both in house and externally with suppliers
  • Record, analyze and distribute statistical information
  • Analyze and investigate adverse quality trends or conditions and initiate corrective action.

Potential Next Step

Business Analyst, Project Manager, Project Planner, PMO Analyst.

How to get there

AXELOS professional certifications are recognized worldwide by employers as an indicator of your skills and commitment as a project and programme professional.

The following certifications are designed for those involved in the design, development and delivery of projects and programmes, and will support your development as a Quality Analyst.

Management of Portfolios (MoP) Foundation

  • Scope and objectives of portfolio management and how it differs from programme and project management
  • Benefits from applying portfolio management
  • Approaches to implementation, the factors to consider in maintaining progress
  • Purposes of the portfolio management definition and delivery cycles and their component practices, and relevant techniques applicable to each practice
  • Purpose and key content of the major portfolio documents
  • Scope of key portfolio management roles.

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Management of Portfolios (MoP) Practitioner

  • Define the business case to get senior management approval for portfolio management
  • Plan the implementation of portfolio management
  • Select and adapt MoP principles, practices and techniques to suit different organizational environments
  • Evaluate examples of MoP information (including documents and role descriptions)
  • Analyze the solutions adopted in relation to a given scenario.

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PRINCE2® Foundation

  • The characteristics and context of a project and the benefits of adopting PRINCE2
  • The purpose of the PRINCE2 roles, management products and themes
  • The PRINCE2 principles
  • The purpose, objectives and context of the PRINCE2 processes.

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Managing Successful Programmes (MSP) Foundation

  • Distinguish between projects and programmes
  • Explain the benefits of applying the MSP guidance to a programme of transformational change
  • Explain the purpose and areas of focus of the defined roles
  • Explain the purpose of the seven MSP principles, the nine governance themes and the six transformational flow processes
  • Explain the purpose of MSP programme information (documents).

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Management of Value (MoV) Foundation

  • The main benefits arising from the use of MoV
  • How MoV may be applied at portfolio, programme, project and operational levels
  • The differences in applying MoV at different stages in a project and the expected outputs from a MoV Study at each stage
  • The circumstances under which MoV should be used
  • The concept of value and how value may be improved
  • The key topics in document check lists, the toolbox, health check, organizational maturity and individual competence.

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Managing of Value (MoV) Practitioner

  • Identify situations in which it is relevant to apply MoV
  • Develop a plan of MoV activities for small and large projects and programmes
  • Prioritize value drivers using Function Analysis
  • Quantify monetary and non-monetary value using the Value Index, Value Metrics and Value for Money ratio
  • Monitor improvements in value realized through a project lifecycle
  • Offer guidance about embedding MoV into an organization.

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P3O Foundation

  • High level P3O model and its component offices
  • Differences between Portfolio, Programme and Project Management
  • Key functions and services of a P3O
  • Reasons for establishing a P3O model
  • Differences between types of P3O model and the factors that influence selection of the most appropriate model
  • Processes to implement or re-energize a P3O
  • Tools and techniques used by a P3O
  • Purpose and major responsibilities of the defined roles.

Learn More About P3O Foundation