Managing quality during a software development project can be difficult and time consuming when you have been misinformed about true quality indicators and practices. Actively managing quality on an agile project can be both simpler and harder than traditional approaches. Here are some basic practices to save time and unnecessary rework--and improve stakeholder satisfaction before and after delivery.
It has become evident that effective Project Management has become significantly more demanding. The customer has been added to the PM table and is demanding higher higher levels of project quality. The successful Project Manager can borrow many of the techniques used by Lean and Six Sigma disciplines to deliver products and processes to continually meet customer needs profitably.
The 12 Pillars of Project Excellence™, has been widely received by business leaders throughout the world as an innovative approach for individuals to metamorphose into true leaders. It has also been accepted by organizations as a scientific formula to achieve breakthrough culture transformations.
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This sample Project Management Plan for a C3 Coach Communication System Retrofit includes sections for work description and responsibilities, requirements, management responsibilities, management staffing, communications, records management, meetings and more.
This sample Project Quality Plan for a C3 Coach Communication System Retrofit includes sections for scope, description of work, personnel and requirements, the verification process and a PQP Verification Form sample.
This sample Project Quality Plan for a C3 Coach Communication System includes sections for scope, purpose, justification, task descriptions and task schedule.
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|A.||Ask to take the idea back to your desk for a week or so. There you can confer with other employees and do additional research on his idea before you give him your response.|
|B.||The Ilities are the group of mythical Greek women who protected Homer and saw to it that he won every battle. Use the story of the Greek heroes, who found courage by relying on the idea of protectors backing them to mentally allow you to gain the confidence to discuss the project ideas.|
|C.||The responsibility for choosing projects belongs solely with your boss. Tell him that you are flattered that he has asked your opinion, but you feel that your role is just to fulfill the project requirements he sends to you in writing.|
|D.||There is a list of quality checkpoints called the “Ilities”. They are also useful when evaluating a project at conception to see if it is worthwhile to pursue, or if it should be dropped.|
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.
Quality is more than just processes and measurements--it’s about ownership and commitment. If you want a quality outcome, you need a team capable of delivering it.
"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...
Sustaining support from resource groups can hinder a project manager's ability to deal with risks and contingencies. How do we dramatically improve the quality of our project execution? In a new book, an author offers help in the form of the quality function deployment (QFD) matrix.
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.
Should quality matter to the project manager? Isn’t on schedule, on budget and to spec already a handful to manage? Use these quality tools and practices to ensure a positive project legacy.
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.
Six Sigma is a disciplined, data-driven approach for process improvement. It delivers quality and offers a set of techniques to improve processes. But is it so rigorous that it stifles innovation?
In a typical software development project, gathering and managing requirements is a common process. But what about IT infrastructure projects? Do they have specific requirements beyond the architecture diagram? Here are five lessons learned from an infrastructure project that struggled with missed requirements.
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