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THE importance of Project Quality Management
THE importance of Project Quality Management
THE importance of Project Quality Management
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The typical triangle with three interdependent variables, cost, time and scope, must include another important constraint operating in every project: Quality. This constraint should be analyzed in two ways, product and process quality (Wysocki, 2014). A project could be delivered in time, meeting cost and scope, however, it might to fail to comply quality standards (Schwalbe, 2014). The process of balancing project constrains includes the followings, but are not limited to: Scope, Quality, Schedule, Budget, Resources and risks (PMI, 2013).
There is a certain level of satisfaction that stakeholders, customers, final users, etc., are waiting at the end of every single IT project and should be expressed in terms of quality. Especially in Information
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Every error not covered in this stage will be translated in the execution process causing not only over costs, but, countless quality and time problems. Doing an exhaustive requirements discovery during the first stages of the project will give the project manager a high probability to find out less or not errors in the best case, and it will boast the quality product and processes in the project.
“During the past twenty years, there has been a revolution in quality. Improvements have occurred not only in product quality, but also in leadership quality and project management quality” (Kerzner, 2009). The quality management movement has been changing views from this historical perspective where prevention was a key element in quality, to a focus in the prevention strategies pushing for more highs levels of quality to be customer driven. (Kerzner, 2009). This was a
The quality management plans today are deployed by project managers with high level of statistical process control measures. Using this statistical approach demonstrate the repeatability of quality and the final implication or impacts in quality management plans should be a continuous improvement of the
This process captures those activities which can be completed simultaneously and those that must be completed prior to beginning another phase, the “critical” activities (Grochels, 2012). Therefore this method gives the product manager knowledge of how long the project will take, which activities must be completed on time, how much it will cost to speed up the process and what the least costly way to finish the project faster would be (Baker, 2002). These benefits greatly increase the probability of a project being completed on time and on schedule, however they system does have
Picture a person who that is juggling doing several things at once; they are balancing a stick in one hand and another stick on their nose. Each stick has a plate on the top that they want to keep spinning without losing balance or dropping either. There is a lot going on in those actions including the exact timing of when to reach up and spin a plate, constant body movement to keep the sticks balanced as not to fall, and a continued push from the free hand to keep both plates spinning. This paradigm could be used to describe integration knowledge area of project management. Schwalbe (2014) defines project management as, “Coordinating all other project management knowledge areas throughout a project’s life-cycle. This integration ensures that all the elements of a project come together at the right
In every project there are always some universal characteristics that will be shared. They all have a comprehensible and established purpose and very distinct life durations. Overall, all projects are doing something that may possibly be new or yet a one time endeavor but have explicit requirements which include; time, price, and performan...
Time-phased project work is the basis for project cost control. Work package duration is used to develop the project network. Further, the time-phased budgets for work packages are timetabled to establish fiscal measures for each phase throughout the project. The time-phased budgets are to emulate the real cash needs of the budget, which will be used for project cost control. This information is useful to estimate cash outflows. The project manager's attention is on when the costs are to occur, when the budgeted cost is earned, and when the actual cost materializes. This information is made up to measure project schedule and cost variances (Gray & Larson, 2005). The following are typical types of costs found in a project:
The Quality Plan (QP) proposed incorporates the philosophy of quality derived from many quality disciplines including Total Quality Management (TQM), ISO-9000, and Six Sigma, among others. The QP is comprised of three high level processes: Quality Planning, Quality Assurance, and Quality Control. As with other aspects of our proposal, the approach inherent in these three processes is highly proactive. The QP focuses on prevention rather than inspection because we recognize that it is more costly to fix rather than to prevent errors.
Functional, Matrix, and Dedicated Team Approaches to Managing Projects. These team approaches have all different set of advantages and disadvantages to them. The major difference between the three is that the functional team approach is “employed” totally from within the parent organization. Functional approaches have absolutely no cost to them and provide more than adequate flexibility in the use of staff.
Project Management Institute’s Project Management Body of Knowledge breaks the practice of Quality Management into three process groups:
Risk management is among the most important practices in the field of project management. A successful project completion and risk management often go side by side. An interesting aspect of project management is that a project can sti...
The main role of project methodology in any project is to provide the desired outcome and managed the overall steps of project by coordinating procedure and resource such as scope, time and cost. It helps to assure the accomplishment of any rules, techniques, and process used during the project life cycle. It provides the appropriate communication, broad overview of different methods, approaches, techniques, standards, technologies and planning prior to the start of project work (ITS Project Management Group, 2014).
Project management is said to be completed within time when it completed within the “triple constraints”: cost, time and quality. And in a lot of causes, one them is sacrificed so as to meet the other two. Project managers prioritize which ones are the most important.
During the forecasting of our project, we did not know which specific technique would suit us best. Because of this we started off by using the EFQM Excellence Model, which is based on Total Quality Management. Whilst there are numerous management tools and techniques commonly used, the EFQM Excellence Model provides an holistic view of the project and it can be used to determine how these different methods fit together and complement each other. The measurement step of this technique was not applicable for our project but this did not influence the applicability. We specifically used this model to explore our human resources during the forecasting section of the project. This technique benefited us because it developed our team culture and showed all the different specialties of each member. However, one area we failed to use the technique adequately was towards the client. Because this technique is based on a holistic approach we misunderstood our client’s needs. This resulted in a misinterpretation of the project objectives and eventually caused for a delay in our deliverables during the project definition and planning phase, in specific our SOW.
The fundamentals of good decision-making start with first ensuring that there is a clear understanding of the intended objectives and then the establishment of the specific tasks that are required to fulfill the objective. To assist this process methods of program management have been developed including those referred to as Critical Path Analysis. The function of Critical Path Analysis can be applied to just about any type of project or program in both manufacturing and service related enterprises. The Critical Path Methodology consists of the following main elements:
Quality is a very important thing in an organization; therefore it is not possible to improve the quality of a product or service substantially without major changes in all aspects of the organization. Because quality is so important if changes aren’t made throughout the organization the output of the product will no be very successful. Everyone in the organization plays a major role in the out come of its products.
When planning a new project, how the project will be managed is one of the most important factors. The importance of a managers will determine the success of the project. The success of the project will be determined by how well it is managed. Project management is referred to as the discipline that entails the processes of carefully planning, organizing, controlling, and motivating the organization resources so as to foster and facilitate the achievement of specific established and desired goals and meet the specific criteria of success required in the organization (Larson, 2014). Over the course of this paper I will be discussing and analyzing the importance of project management.
Even though Total Quality Management (TQM) has been replaced by other quality methodologies in many cases, organizations that have taken the long arduous journey to properly implement TQM benefited from it immensely [1]. While TQM may be perceived by many employees as just another passing fad that will soon fall by the wayside, the environmental conditions that exist within the organization will determine if TQM can be successfully implemented and take root. What is Total Quality Management (TQM)? TQM is a system of continuous improvement of work processes to enhance the organization’s ability to deliver high-quality products or services in a cost-effective manner [2].