For the project manager, the multiple layers of organizational quality management can create challenges. They face a steep uphill battle managing project quality in organizations lacking quality assurance practices. Here’s some help.
If you want to ensure that your organization can differentiate itself based on quality, you need to ensure that everyone is focused on achieving that goal. Quality goes far beyond the individual project, and this article looks at some of the steps needed to ensure that you are capable of delivering quality projects on a consistent basis.
Quality management, a well-established practice during the engineering and procurement phases of EPCM projects, has increasingly been adopted by construction companies as an initiative to solve quality problems and better meet the needs of final customers. The author explains the factors that affect the quality process, responsibilities of the chief participants and benefits to be realized.
According to a Gartner report, companies lose, on average, US$8.2 million annually due to issues with their data, a number that can increase when dealing with regulatory compliance and public safety issues. To meet business objectives, improve business agility, speed the time to market, reduce operating costs, as well as demands of the CIO for accurate information and actionable business insight, organizations have come to understand that they need to invoke more systemic strategies to manage the quality of data across the enterprise.
This paper is a “lessons learned” from a successful certification of organizational project management practices to the ISO 9001:2000 quality management standard in 2007. It provides an impression of the challenges and approaches taken to achieve certification to the standard.
Commitment to quality and implementation of programs aimed at process improvement are becoming focal points to increase overall performance. The incorporation of total quality management (TQM), a leading management philosophy, with strategic planning is natural and inevitable.
“Quality” is one of the most heavily used words in advertising and management. Like any popular concept, quality is in danger of losing its distinct contribution due to overuse. In the world of project management, robust quality management has a vital role to play. Let’s consider a few of the recent advances in the art and science of quality management…
Many organizations are taking advantage of quality management methodologies to improve productivity, efficiency and customer satisfaction. These methodologies require employees to perform set tasks and adhere to structured processes involving changes to work habits that can sometimes be disruptive. Familiar, integrated IT tools can streamline tasks and reduce user resistance, enabling organizations to receive the maximum benefits from quality management techniques at a lower risk.
Many project managers are not required to build a quality management section into their project plans. PMI knows that and sometimes exploits the lack of practical experience during the CAPM-PMP exam. This article continues the theme of comparing getting physically fit with getting ready for the certification exam.
Quality process has to be built into a project and should not be seen as a waste of time or cost. The time invested in developing quality software is the best time to earn the reputation and goodwill of the customer, and the cost invested is the cost of reducing rework. In this article, we will see how and what needs to be considered for embedded software development to plan, execute, and control quality.
Both Six Sigma and Total Quality Management (TQM) are quality management tools but there are certain differences between them. Lets discuss the differences between Six Sigma and TQM in detail.
Total Quality Management stresses on continuous improvement of management processes as well as employees. Whereas, Job Analysis Process is conducted to determine what an employee is supposed to do and how to do those activities.
Quality is a very important parameter which differentiates an organization from its competitors. The article discusses about the need and importance of quality management for smooth functioning and growth of an organization.
Customers play a important role in total quality management. Without customers a business cant even exist. Lets understand the need and importance of customers in Total Quality Management (TQM).
There are many models of Total Quality Management, like – Deming Application Prize Model, Malcolm Baldrige Criteria for Performance Excellence, European Foundation for Quality Management, etc.
Total Quality management (TQM) is a continuous effort by the management and the employees of an organization to ensure long term customer loyalty and customer satisfaction. Lets discuss the concept of TQM in detail.
Quality plays a very important role in the success of an organization. Six Sigma is a business management strategy which aims at improving the quality of processes by removing the defects in the systems.
This article is about the difference between Quality Management and Quality control. These two terms are often used interchangeably without understanding the difference between the ways in which they relate to the overall processes of the project management.
Many projects are unsuccessful and fail to get completed within budget and timelines. One of the underlying causes for their failure can be attributed to unaligned and weak processes that result from a combination of problems such as feeble project management, poor cost estimation, poor planning and scheduling, inadequate requirements management, and inappropriate contingency planning, as well as many others. To maximize a project’s performance and enhance the probability of its success, every organization needs to build a better project management process dedicated to meeting the customer’s most important needs.
Just what we all need: more BS in our work lives. Basically Semantics, that is! Program Management and Project Management, Quality Assurance and Quality Control…it’s all enough to make your head spin. Here’s a crash course to help you stay atop the definition debate.
What does quality project management mean? What does it look like? Can all project management be measured using the same metrics? What might those metrics be? Here’s some help with the designing of meaningful metrics for measuring the quality of your organization’s project management process.
Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A Program Management Plan with a quality management section can fit the bill. In the concluding installment, we look at how you can guide this complexity.
Multidimensional project control systems, which integrate the critical to quality metrics of the project quality management, risk management, and program integration requirements into the earned value management system, delivers capability for the enterprise project team(s) in measuring the performance-based earned value of the project deliverables.
What is quality project management? Once you have a set of baseline definitions have been established, the logical next step would be to develop a framework for measuring the level of quality a project management process has or will yield. This fram
How do we define quality as a project manager? Is it managing a project really well, or managing a successful project? How about managing a successful project really well? That sounds pretty good. However, it poses the next question: What is a successful project? Let’s look at some examples of project success, failure and ambiguity.
Properly managing the outsourcing of projects is essential to ensuring that organizations achieve the success they seek. There are several key elements to consider when outsourcing a project or portions of a project. This article will help identify the key aspects to consider prior to awarding a contract to a vendor.
Working on the program level, quality management becomes complex because of differing elements being measured and differing criteria. A program management plan with a quality management section can fit the bill.
Quality is everybody’s concern. The rising stakes resulting from increased investments—combined with a shift from traditional to complex project management—has made quality an important pillar of the project management discipline. A case study illustrates the organizational benefits of continuous improvement through Kaizen.
With the imminent retirement of seasoned PMs, valuable insight will exit as well. It is all but assured that quality will be negatively impacted. The only questions that remain are how big of an impact will we see–and what can we do to promote knowledge transfer and mitigate this risk to the overall quality of our programs and projects.
Quality analysis and quality management can be a full-time occupation for an entire team of people on a project. Unfortunately, not all projects have the scope or resources available to hire a quality team to work on a project. This article explores some basic guidelines for using analysis to manage quality on a project.
Quality curriculum can be an ever-moving target and is sometimes subject to accreditor’s thoughts and opinions. There are a few ways you can work to stay ahead of the curve when it comes to quality curriculum for your program.
Engineering Project Management: Risk, Quality, Teams, and Procurement from Rice University. Many Project Managers focus only on the scope, schedule and budget. However, a successful project requires that you manage risk, control the quality of …
Project management is an integral component when launching a digital ad campaign. Here we explore the nuances of digital advertising as they relate to time, quality and communication processes.
As project managers, we have to believe that we add value to projects…but how do we ensure that we are providing quality project management? What makes a “high quality” project manager? It’s not as simple as ensuring that the project delivers against its constraints…
Scenario: A particular software development project is underway, but progress is slow, even with the required resources on board. Technical issues are compounded by changing requirements, and planning is complicated by development resources getting pulled into support work on existing products. Quality has been compromised. The problem described above is an example of what we view as a work process issue. This is in contrast to what we have called, in a companion paper (“IT Project Management: The Role of Governance”), a governance issue.
This article is an effort by the author to relate the application of project management principles to patient care when it is treated like a project. The article helps us understand the relevance and benefits of such an exercise, which can lead to enhanced quality of care and patient satisfaction.
Embedded products for automotive applications typically follow a very rigid development process. The details vary from Original Equipment Manufacture (OEM), however, the need for risk mitigation is the same. Development for vehicle systems can be quite costly. Additionally, mistakes can have a heavy impact on quality perception as well as legal ramifications.
Breaking on the scene in the late 1980s and early 1990s was Total Quality Management (TQM) and many other associated organizational improvement philosophies. Today, emerging on the scene is Total Value Management (TVM). Does this mean TQM is dead and now the new flavor of the month is TVM?
The road to successful requirements management begins with a quality requirements discovery process. Learn why this process can help you avoid costly mistakes, scope creep and even project failure.
Many people are surprised to learn the full extent of the costs of poor quality in all aspects of business. This article explores how the cost of quality in management work affects the relationships with key stakeholders, managers and customers. In doing so, it overviews how fit-for-purpose project communications provide each stakeholder with the information he or she needs. It lists four consequences of failing to provide quality information. It then identifies two sources of cost associated with quality in communication and stakeholder management: losses experienced because of poor quality or failure costs and investments made to improve quality or prevention costs.
Quality management concepts may not be welcome in a resource and cost-constrained environment. What you need is a secret plan to motivate workers to deliver better quality despite their rejection of common quality communications and programs.
Code inspections are an implicit, often unspoken best practice among agile project management teams. This silence has caused some people to question the quality control of the agile PM paradigm. Surprisingly, agile teams have not forgotten to mind the Ps and Qs of quality engineering–and not only continue to perform code inspections, but perform them more often. This results in even greater quality than traditional project management teams.
We’re getting quality more wrong than we are right. Which is fascinating, when you get down to it, because quality is the foundation on which project management is built. Why is this a problem? When everything is a constraint, nothing is.
Quality takes time, effort and hard work to realize. So what does that mean for project managers? Does it mean we need to be investing even more in our project management processes? Do we need to be learning arcane techniques for statistical process control and total quality management? Do we really need that Sigma Six black belt after all? Not necessarily.
Projects are about people, they are delivered by people and their success depends upon the quality and quantity of effort put in by people to delivering results. But for all that we say the development and retention of talent is important, for the vast majority of organizations it is not done well–or worse, not done at all.
The number of investment projects in many governments—coupled with the necessity to share resources across multiple projects—has created the need for a more formal and structured approach to managing projects to ensure that they are delivered on time, within budget and to the desired quality.
Every project has an issues log. But what about the PMO? Does your PMO manage issues and maintain an issues log? Do you look for trends across the issues of different projects and take proactive steps to address them? Do you attempt to prevent issues through good communication? In this article, we look at a model for PMO-level issue management and suggest ways that it can improve the quality of projects that your PMO is responsible for.
PMI is providing an opportunity for interested experts to review and comment on the draft of the Standard for Organizational Project Management (OPM). This new standard, which will replace the current Implementing Organizational Project Management: A Practice Guide, has been developed by a global team of OPM, PMO and methodology experts, and we are now looking for broad, public comment to help us improve the quality of the document before its publication.
A quality-driven program is essential to good project management. This article features the chairman of Tata Quality Management Services (Mumbai, India) discussing how his organization meets global standards for business excellence with a quality-driven program. It details the organization’s use of the Tata Business Excellence Model (TBEM) across its companies to measure how each is performing. It then provides an example of Tata’s approach to project management using its US$4.5 billion, 4,000-megawatt power plant project in Gujarat, India. The article also explores the organization’s approach to innovation noting that intuition and entrepreneurship can take precedence over process. It examines how quality processes help companies better manage their projects. It concludes by suggesting ways companies can make quality part of their project management process.
Good customer service is the essence of any business. Quality and price matter, but friendly and efficient customer service is likely the differentiator between the preferred option and other businesses. Unfortunately, customer service is a piece of stakeholder management that is frequently overlooked. This article discusses how organizations can stand out in a crowd by providing excellent customer service.
Companies require quality in part of every link in the supply chain, whether it is raw material at a vendor's facility or finished goods delivered to a customer. LIMS is vital to that success.
There are numerous quality standards and instruments available to measure training quality, including ISO 9000, ANSI/ASQC Z1.11, ISO 10015, or some form of the Total Quality Management system. The implementation of quality systems is bureaucratic in nature, time consuming, and involves a large amoun…
(From guardian.co.uk) — Up to 2,000 women in business and finance have gathered to call for more action to stop gender inequality in the City and across the British economy as a whole. The conference came as a new poll showed that 79% of London-based female professionals said men and women were treated differently in the workplace. “There is gender asbestos – it’s in the walls and it will take a bit of time and more work to get it out,” said Avivah Wittenberg-Cox, chief executive of 20-first, a Paris-based gender consultancy. Just over half of women questioned believe their firm is committed to ensuring gender equality, but only a third say management has made any improvements in addressing the issue over the past five years, according to a YouGov survey of 610 women commissioned by Deutsche Bank. Read more.
(From PRWEB) — PreVisor, the global leader in employment assessments and talent measurement solutions that connect employment decisions to business results, released its 2nd annual Global Assessment Trends report summarizing findings from over 230 companies headquartered throughout the world. Co-sponsored by ADP, this year’s report aims to provide HR and business audiences with an up-to-date perspective on practices and trends related to talent measurement programs used for hiring, career development and succession planning. Highlights of the 2010 Global Assessment Trends Report (GATR) include key HR trends related to assessment, an overview of talent measurement practices around the world, and changes observed in comparison to the 2009 report results. “The report findings confirm what we’ve witnessed in the past twelve months: that many of our clients, while recognized as leading HR practitioners, continue to feel pressure from the economic downturn”, observed Noel Sitzmann, PreVisor CEO. “However, the data also indicates that many organizations have made the necessary adjustments to move forward with effective talent measurement and management programs that will contribute to business growth going forward. These are exactly the kinds of strategic initiatives we work hard to support.” Among the key findings from the report: 1) The emergence of performance management and career development In the top talent priorities for 2010; 2) The economic recovery impact showed most companies (68%) indicated concern about employee retention; 3) A focus on Quality of Hire, as 70% of respondents feel pressure to demonstrate ROI for the use of assessments in the staffing process; 4) Social Media for hiring received mixed results. While almost 70% of organizations plan to use various social media sites in their recruiting efforts, 50% remain unsure if the efforts are effective. Only 24% of companies agree that social media websites have a large impact on talent management. 5) Applicant reaction was considered critical, but was not always tracked. Eighty-four percent of companies agreed that applicant reaction to the hiring process is important; however, only 41% obtain feedback from candidates. And 6) Formalized Post-Hire talent programs could improve. Only half of respondents use assessment tools with their current workforce. Less than 30% have established formal career development for employees. Read the full release.
ERP packages contain several modules and main characteristics of ERP system is that all its modules function in an integrated manner. The quality of data as inputted in master tables, is a major reason for success or otherwise of an ERP system
One of the best ways to exceed customers expectations is by providing them with the best quality products and services. The article discusses in detail about the Total Quality Management as a tool for achieving excellence.
Introduction to Operations Management from University of Pennsylvania. Learn to analyze and improve business processes in services or in manufacturing by learning how to increase productivity and deliver higher quality standards. Key concepts …
Sustainable Agricultural Land Management from University of Florida. This course will cover the agricultural and urban water quality issues in Florida, their bases, land and nutrient management strategies, and the science and policy behind the …
Quality Management is a difficult knowledge area for people to connect with as they study for the PMP exam. Sadly, PMI also recognizes the weakness and includes plenty of questions to test your abilities.
Ready to rock around the clock tonight? Cultures like the Romans, Egyptians and many others used techniques such as quality management and schedule management to achieve amazing results. It was not until the 20th century, however, that a formal body of knowledge around the technology of project management was established.
Quality is a nebulous term that is often misunderstood and misrepresented. In this series of articles, our writer presents a three-stage quality management process of quality planning, quality assurance and quality control using a simple example of purchasing a submarine sandwich (hold the pickles, please!).
Leaders are visually oriented, yet they still get accosted by slides that are walls of words. To be persuasive, you must be better at illustrating key points. Here’s how to use a diagram from the quality management area for high impact.
In recent decades, major change initiatives such as Total Quality Management (TQM) and employee engagement have taken hold in organizations – and for good reason. They’ve reduced costs and fueled growth. As a result, early adopters have gained a competitive edge. This leads us to question where the next seismic shift w…
Another blog post from Wei Wang, international relations manager: At the April Member Workshops, we acknowledged the participation of four ASTD Employee Learning Week (ELW) participants from China-Baosteel Group Corporation, IBM China Global Delivery, Siemens Ltd., China, and Motorola University Asia Pacific. Here’s a short description of what these companies did for ELW 2008: Siemens Management Institute sponsored a PM Alumni Day of 2008 to allow Siemens’ project managers to share experiences and network with the senior management in China and program representatives from Germany. Best practices and live project sharing from both internal Siemens groups and external project management practitioners were highlighted. Baosteel Group posted impressive training statistics: 215 programs and 881 hours of training were provided. Almost 24,000 Baosteel employees were involved in formal training during ELW, including C-Level leaders. Motorola University celebrated 15 years of teaching best practices in quality management and business development in China with a ceremony and celebration for 300 guests, held last November. The anniversary celebration included recognizing many partners and instructors who have contributed to MU’s success, as well as presentations on various topics. The learning champions shared their best practices in training and development, which were greatly appreciated by the workshop attendees. They also received the Champion of Learning Certificate from ASTD. To learn more about the best practices from the learning champions, please visit http://www.employeelearningweek.org/. Want to become a learning champion as well? It’s never too early to start to plan! ASTD Employee Learning Week (ELW) will take place December 7-11, 2009.
The fishbone diagram, which also goes by a couple of other names like the Cause and effect diagram and the Ishikawa diagram is one of the seven basic tools of quality management. Lets discuss how exactly does the fishbone diagram helps in brainstorming.
This article discusses the Six Sigma Plus model of quality management (“the how and what” of the model) along with illustrating the differences between this model and the traditional quality frameworks of TQM (Total Quality Management). There is also a separate section on analyzing the differences between Six Sigma Plus and its predecessor in quality excellence, Six Sigma. The focus throughout the article would be on finding the “Plus” factor that lends the chosen framework the advantage over the traditional frameworks of Six Sigma Plus and TQM.
A Pareto chart is one of the 7 basic tools of quality control. It is important for every student of quality management to know how to prepare and how to read this chart. The procedure for the same has been listed in this article.
As the world has moves towards globalization, organisations have had to keep pace with the external environment. Total Quality Management concept has been the most popular tool to build bridge between internal customers as well as external customers.
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With the cost, quality and complexity of healthcare under a national microscope these days, some hospitals are already realizing critical improvements by implementing project portfolio management, thanks to niche solutions designed specifically for their needs.