This detailed quality control plan template provides a greater level of detail and is also used to track results of the tests that are performed. This template is completed by the testing team or similar function that is responsible for quality control, and once completed forms an important record of the tests carried out to validate the project outputs.
This Quality Metrics log should be used with the Quality Management Plan, a component of the project management plan that describes how quality requirements for the project will be met.
|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.|
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.|
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?
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.
Just having bodies in seats is not enough for success; it needs to be the right bodies at the right time. When a project involves a consultant, it is important to evaluate the resource and not take their resume or proposal at face value.
If your project involves external resources in any capacity, then you are dealing with one or more outsourcing arrangements. This article gives some strategies for mitigating common obstacles for managing outsourced projects.
When one PM was asked to list the key requirements for a PMIS that would enable it to better support project and organizational effectiveness, he thought about past project, portfolio and program management experiences. The result? A “dream list” of features for a PMIS to support large, traditionally managed projects...a list that was surprisingly agile.
The software development industry has migrated more and more to a virtual, telecommuting industry. But recent headlines have solidified the battle lines regarding virtual teams. Are they good or bad for employee morale and productivity?
Why would you not always do as much planning as possible before starting a project? Could it actually be harmful? It all depends on the quality of that input data--when the input data is good, we can reliably plan; when the input data is bad, then we need to get better data and keep evolving the plans.
Quality Management is a difficult knowledge area for people to connect with as they study for the PMP exam. Sadly, PMI also recognizes the weakness and includes plenty of questions to test your abilities.
What each vendor and client might think is black and white about their project can actually be gray. Just recognizing and accepting this is a conundrum--and resolving it requires aligning perspectives for the good of the project. Do you have the flexibility to change, collaborate and communicate?
Is "consultant" a dirty word? Many consultants get a bad name from the fact that they become indistinguishable from the organizational employees that they work alongside. How do you know that hiring a consultant is a good idea?
Some studies have indicated that the real benefits of offshore outsourcing can be diminished by issues in communication, skill sets and accountability. But if managed properly, offshore IT projects can reap substantial rewards.
What comes to mind when you ponder the possibility of engaging a consultant? Dread or excitement? The high cost or opportunity for growth? Most of us have heard good things and bad things about using consultants, most of which are true.
Consultants can be a helpful resource on a project or they can take up valuable space. Here are some ideas for the best way to deal with consultants and make sure they are beneficial to the project.
Many consulting engagements see frustrated consultants because they are not allowed to do what they feel is needed to maximize the chances of success. Here, we look at how these scenarios can be avoided--something that starts with trust.
If the schedule only exists to track what happened, it is a fairly useless tool. It will be glad to talk to you about the project and tell you how horrible things are, but that is not what project managers need. Here are some ideas for using the schedule to help the project instead of just using it to document failure.
If we want better projects, we need to be better at our project management. But is consistency and formality the answer? Is demanding adherence to a common process what is required to get to “better”? The evidence here is mixed.
PMs don’t always have the right view of what makes a project successful. Our discipline has evolved and now requires us to have a much more complete view of how our projects impact organizations. Just how do you define "failure"?
In software development, testing is one of the most important functions. But too often, there is a fundamental problem: We aren’t always testing the right things. Where’s the quality? Testing is a relative exercise, not an absolute one.
Quality analysis and quality management can be a full-time occupation for an entire team of people on a project. Unfortunately, not all projects have the scope or resources available to hire a quality team to work on a project. This article explores some basic guidelines for using analysis to manage quality on a project.
There are many different methods a project manager can use to rebaseline the project plan. Unfortunately, the one most often used is reactive instead of proactive. Approach your rebaselining event in a careful and methodical manner to make it worthwhile and benefit the project.
Now is a great time for us as project managers to consider how we might change our habits for the better. It’s very easy to get trapped into a set of activities without examining how we can improve our delivery. By incorporating the three “Rs” (reduce, reuse and recycle) we can better manage our projects.
Adoption of LEED standards is typically framed as a means of reducing operating costs; the greater expense in designing and building sustainable facilities is offset by reduced energy consumption in future years. This becomes a theoretically easy business case that should be readily accepted: an investment in current periods providing future savings in costs. The challenge, however, is two-fold: it requires foresight and a willingness to invest in the long term, and there needs to be confidence that the promised benefits are realistic and attainable.