EPCM Projects: Construction Quality Management (CQM)

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.

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Improving Business Agility Using the Six Sigma DMAIC Roadmap in a Data Quality Management Project

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.

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Adopting Quality Management For Business Success

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.

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Quality Management for Embedded Software

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.

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Impact of Quality in 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.

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Framework for Integrating Project Quality, Risk Management, and Integration Management into Earned Value Management (EVM) for Deriving Performance Based Earned Value (PBEV)

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.

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IT Project Management: The Role of Lean

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.

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The Cost of Quality Stakeholder Communication

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.

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The Cost of Quality: Agile vs. Traditional PM

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.

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PMO-level Issue Management

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.

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Standard for Organizational Project Management (OPM) Exposure Draft Review

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.

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The Cost of Quality: Tata Group Case Study

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.

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Stakeholder Management or Customer Service?

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.

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UK: Businesswomen call for end to workplace inequality

(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.

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Global Assessment Trends Report Reveals Shifts in Talent Management Focus

(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.

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ELW in China

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.

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What is Six Sigma Plus ?

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.

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