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What We Are Still Getting Wrong About Quality

by Mark Mullaly, Ph.D., PMP

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.

How to Resolve Stakeholder Disagreements During Defect Reviews

by Joe Wynne

When stakeholders disagree over which defects must be fixed during the project, it can cause schedule or scope changes near the project end date. Avoid such changes--or at least justify them for a change request--by using these tactics to understand and work through disagreements efficiently.

Project Charter Document

deliverable
by Ralph Moore

This sample project charter helps you define the scope, objectives and overall approach for the work to be completed. It is a critical element for initiating, planning, executing, controlling and assessing the project. It should be the single point of reference on the project for project goals and objectives, scope, organization, estimates, work plan and budget. In addition, it serves as a contract between the project team and the project sponsors, stating what will be delivered according to the budget, time constraints, risks, resources and standards agreed upon for the project.

When Hardware and Software Become One: Project Partnerships and Infrastructure

by Mike Donoghue

When working on the complex tasks associated with configuring for combined hardware and software product deliverables--and the sharing that takes place between the technologies--it is important to have the right mix of teams in place in order to make project execution a less painful reality.

Aligning PMI®’s PMBOK® Fifth Edition to Lean Six Sigma DMAIC

Aug 12, 2015 1:00 PM EDT (UTC-4)
PREMIUM webinar

If you are a leader, sponsor, or coach, this is a must-attend, high-energy webinar on how to ensure success of the execution of Lean Six Sigma (LSS) DMAIC projects. While the tools and approaches used in the LSS DMAIC methodology are typically understood and utilized during project execution, the rigor of project management practices is not.

Aligning PMI®’s PMBOK® Fifth Edition to Lean Six Sigma DMAIC

PREMIUM on-demand webinar
by Rod Baxter

If you are a leader, sponsor, or coach, this is a must-attend, high-energy webinar on how to ensure success of the execution of Lean Six Sigma (LSS) DMAIC projects. While the tools and approaches used in the LSS DMAIC methodology are typically understood and utilized during project execution, the rigor of project management practices is not.

Improving Project Performance Through Assessments

Jul 29, 2015 1:00 PM EDT (UTC-4)
PREMIUM webinar

Improving Project Performance Through Assessments Projects Can be Made More Successful by Understanding What is Good and Not Every organization can improve how projects are managed. The question is what components of project management should be improved and specifically, what should change. In any problem solving situation, the root cause of a given condition must be known so that a real solution can be identified and proven assessments can be used to both uncover the root causes and also to form the basis for identification of specific improvement actions. This seminar addresses these topics. A free assessment tool is available and time for Q&A is included. The attendee will learn: • What types of assessments are appropriate for projects and for organizations • How assessments can be used to surface improvement areas and strengths • A process to employ the assessment to allow students to do it right away • How multi-dimensional solutions are defined and implemented Focus Audience: Management, Project Sponsors, HR, Quality Leads and Project Managers Format: Lecture, Examples and Industry Experiences Duration: 50 Minutes + 10 Minutes for Q&A Take-Away: Free Assessment Vehicle and Descriptions of Comprehensive Assessments Speaker: Industry Expert and Seminar Developer

DMAIC for Innovation (Part 1)

by Braden Kelley

Much has been written about how a formal Six Sigma approach and a formal approach to innovation cannot co-exist. But is that really true? In the spirit of Lean and process improvement, this innovation expert shares some thoughts on Six Sigma and the DMAIC (Define, Measure, Analyze, Improve and Control) framework that he pulled together.

Managing Quality in Agile Projects: Your Three-Part Checklist

by Paul Carvalho

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.

Topic Teasers Vol. 53: Make Your Point With 'ilities'

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: This is a small company and I’m very lucky. Rather than just having a project dumped on me, my boss typically describes what he is thinking about doing and he asks my opinion. The problem is that I don’t know how to evaluate his project ideas quickly and I don’t want to give him wrong advice. How can I hold a meaningful conversation without looking stupid?
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.
Pick your answer then Test Your Knowledge!

Managing Quality in a Program Management Plan (Part 2)

by Joe Wynne

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.

Teamwork: The Best Quality Tool

by Andy Jordan

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.

Beyond Eliminating Defects: New Frontiers in Quality Management

by Bruce Harpham

"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...

How to Improve the Quality of Project Execution

by Irfan Shariff

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.

Project Quality Management: What Went Wrong?

by Michelle Stronach

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.

Quality in Projects: Don’t Confront Me!

by Paul Baumgartner, PMP

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.

Managing Quality in a Program Management Plan (Part 1)

by Joe Wynne

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 and Innovation

by Patti Gilchrist, PMP

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?

5 IT Infrastructure Lessons Learned from Missed Requirements

by Andrew Makar, PMP

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.

Quality Isn't Free. But It Just Might Be a Worthwhile Investment.

by Mark Mullaly, Ph.D., PMP

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.

Quality Project Management: A History Lesson

by Mike Griffiths

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.

Measuring Quality in a Schedule

by Kenneth Darter, PMP

When setting up a schedule, you should be able to measure the quality in order for it to be accurate and useful to the project team. Setting up some quality measures will monitor the schedule and help show a truer picture of the project.

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"The human race has one really effective weapon, and that is laughter."

- Mark Twain

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