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Applied to Life: Translating VOC to Superior Customer Experience

PREMIUM on-demand webinar
by Robert Mitchell, Brian Cohn, Mick Kuehn, Gina Lund, Kimberly Johnson

3M Company has built a solid reputation around innovation, quality and ethical conduct. Quality today is much more than just designing and delivering exciting, reliable product. “Customer Experience” includes quality at every interaction of the supplier-customer relationship. This presentation will share some of 3M’s best practices around designing and delivering innovative, highly valued solutions and service for consistently superior customer experiences. Best practices such as 3M’s culture of employee engagement, NPI, NTI, Customer-Inspired Innovation, Insights to Innovation, QFD, PPU, Quality Playbook, and the use of social media to drive customer engagement for word of mouth marketing will be introduced.

Project Status Report (Monthly)

deliverable
by Dan Roman

This Project Status Report is a monthly document presented to the Project Control Group (Steering Committee). This report is used to monitor the progress of the project, discuss and support tactical decisions that need to be taken to keep or put the project on track, mitigate risks and issues escalated by the project team and/or the Project Working Group, and recommend/approve changes in scope, budget or schedule.

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.

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.

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...

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?

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.

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.

The Repeatable Test Cycle Resource

by Al Taylor

For PMs working in IT application development projects, which resource is the most important (other than people, of course)? For many it is a Technical Quality Assurance model that supports highly repeatable test cycles.

Measuring the Quality of the Project Management Process

by Michael Wood

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.

The Lack of Execution Quality

by Andy Jordan

Projects usually have some form of quality standards for the product that they are expected to deliver--but when it comes to how the projects are delivered, it’s often a standards-free zone. But the quality of execution is a result of the parameters that are in the triple constraint.

Preparing for the Exam with PMBOK Guide—Fifth Edition (Part 7): Quality Management

by Bruce Garrod

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.

The Importance of Oblique Goals

by George Dinwiddie

What are your big goals? Productivity? Speed? Happiness? All of these are understandably desirable. They also share another attribute: They all are best achieved by seeking other, lesser goals rather than by seeking them directly.

Topic Teasers Vol. 31: Change Rests On You!

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

Question: We have a massive internal change coming, and lucky me…I get to head the project! We have tried this before and had to pull back because of negative employee reactions. I know that this time we need some change management processes, too, but who is responsible to do that part of the project?
A. The good news is, it’s you. You need to take the responsibility and coordinate the change processes in with your usual team activities.
B. The good news is, it’s not you. Focus on the project and on meeting your metrics of time, cost and quality as usual. Corporate management is responsible to make sure employees accept and use these new changes.
C. The PMO is “where the buck stops” when endeavors move from simple projects to create products or software and billow out to vague objectives like “employee acceptance” and “corporate compliance”..
D. Ask your manager. Your project charter is limited to producing the usual product or services and your team is not skilled or experienced in change management processes. Your manager can deal with getting the changes accepted and getting them to stick.
Pick your answer then Test Your Knowledge!

Topic Teasers Vol. 20: QA, QC and Testers

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

Question: I’m so confused. I was a Quality Tester at my last job, but here the employees seem to use the titles Quality Assurance, Quality Control and Testing interchangeably. I started out in a more traditional organization, but now I’m a tried and true agile believer. Since I have no job description, what are my responsibilities?

A. The three concepts are often used interchangeably. Ask what it means in your new organization and accept that as your role in your workplace reality despite the real definition.
B. Find the specific meanings for each term from a university professor in the town where you work. Use that information to correct the organization so that they use proper terminology.
C. Once you learn your job description from Human Resources, create a new title for yourself so that others can understand what you do. Perhaps Defect Engineer would be apt.
D. Since agile teams work without formal processes or documentation, there is no need to answer to a particular title. Everyone on the team is merely a team member.

PMOs vs. PMs

by Kenneth Darter, PMP

If an organization is engaged in project work on a continual basis, a project management office may be the best investment in securing successful projects. What are the benefits of having a PMO versus just having project managers?

The Four Keys to Task Organization

by Kenneth Darter, PMP

There are hundreds of different methods to organize your never-ending project management “to do” list--and they are not all created equal. Whether the list is a page long or hundreds of rows in a project schedule, you need to have a good and efficient way of organizing your tasks.

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"It's not whether you win or lose, it's how you place the blame."

- Oscar Wilde

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