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Definitive Guide to Project Management. The Fast Track to Getting the Job Done on Time and on Budget Authors: Nokes S Published year: 2007 Pages: 105-106/217 |
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Quality management ” an overview of the knowledge areaIn project management, the purpose of quality management is simply to ensure that the project meets the needs for which it was created. This is a real problem. Most projects do not meet the aims for which they were created. There are three processes within the project quality management knowledge area: Quality planning, Perform quality assurance, and Perform quality control. As we expect, these fit into the five process groups in a common sense, even logical, way, starting with planning (Table 8.2). Quality control does not start in initiation because that is too soon; one needs to know what the project is about and have some idea, albeit at a high level, before any value can be added by thinking about quality, so project planning is the right stage in which to start thinking about quality, and one starts by planning for quality. This chapter devotes most space to quality planning, because experience shows that if you get this right, then quality assurance and control are relatively straightforward. Table 8.2. Three project quality management processes
The first part of planning for quality, which is described in more detail below, is to decide what quality means for this particular project and its deliverables, and what the relevant quality criteria are. Once the quality plan is done, which forms part of the overall project plan, there is nothing further to do until the execution stage of the project; and just as with project management as a whole, there is both a doing or execution part and, simultaneously , a monitoring and control part. That is to say, measuring or monitoring how well the project conforms to the planned quality standards is a distinct task from acting on the results of those measurements, just as measuring flour on a weighing scale is a different activity from mixing it with eggs and milk to form a pancake . Shortly we will look at each of the three processes within the project quality management knowledge area in more detail, but first let us define quality. |
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Quality and quality management definedIt is vital to be crystal clear about what quality means in project management. It is very useful to know the generally accepted meanings of quality management, quality objectives, and quality management system. A slightly easier-to-remember definition of quality than the ISO/PMBOK one is ' conformity to requirements', which is a perfectly good definition for use in real-life project management [4] .
Note that, on either definition, it is a mistake both to exceed quality as well as to fall short of it. If you deliver a Rolls-Royce car when the customer wanted a Ford, then either you or the customer is paying too much. And it could be that the Rolls-Royce is too heavy a car for the weak bridge that the customer has to drive over on their way home. This analogy illustrates a key point in real-life project management: if you deliver excess quality, then someone, either the project or the customer, is paying for it. This is not to deny that exceeding the required quality usually leads to much less pain for the project manager than falling short does, and when planning your margin of safety always aim high rather than low in terms of quality. But the point is that you should aim to meet or slightly exceed quality targets in your deliverables and processes, and you ought not to aim to exceed them by a great extent, or you will be wasting resources. As well as quality being too high or too low, it is possible to have excess variation in quality. This need not mean a deliverable swinging between too high and too low a standard of quality; it can be a problem where quality is within what is acceptable, but in a different way each time, confounding customer expectations. People, especially customers, tend to like consistency much more than constant surprise when it comes to management.
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Definitive Guide to Project Management. The Fast Track to Getting the Job Done on Time and on Budget Authors: Nokes S Published year: 2007 Pages: 105-106/217 |