Within our organization, individual projects tend to measure project "quality" in an ad hoc manner in terms of satisfying deliverable requirements/ specifications. However, from an overall project quality perspective, little to no effort is made to measure and report on whether project planned activities and actual project activities were one and the same. The only mechanism that I'm aware of within our organization that attempts to measure project "quality" is our own internal audit/review services group. In an attempt to increase project success and efficiencies, we are implementing a framework of lessons learned that will be "forced" upon PMs in order to avoid repeating mistakes made in the past. As such, I'm curious to know what is being done elsewhere to improve project quality? Saving Changes...
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RAJESH K LProject Manager, PMP| Bharat Electronics, Bengaluru, IndiaBengaluru, Karnataka, India
It depends where the Organisation is at present. Following can be considered
a. Measurement mechanism to be inplace to know what is the current capabilities of an organisation.
b. Quality Objectives should be planned and measured with defined periodicity
c. ISO 9000 Quality Management framework should be planned and implemented in the organisation
d. Project Objectives should be in line with Organisation Quality Objectives Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
As you know Quality is composed by two main parts: quality assurance and quality control. The first one on process the second one on results. We have a process in place to cover both mainly based on stage gate methods. All related to project quality is defined based on organizational quality definitions. To define quality organization must define "client" and "value" or "benefit" first. For example, our organization have a quality metric about number of incidents in technical infraestructure. Then, for each project that will impact the technical infraestructure, we have two quality metrics and we have the steps needed to address the organizational policy in the matter. Saving Changes...
In most organizations I've seen which haven't institutionalized quality, the focus tends to be on QC within project teams with QA being covered by oversight groups such as audit or PMO governance functions. There is also often an expectation of QA being performed by individual functional managers for the outputs of their team members.
I see where one young boy has just passed 500 hours sitting in a treetop. There is a good deal of discussion as to what to do with a civilization that produces prodigies like that. Wouldn't it be a good idea to take his ladder away from him and leave him up there?
