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.
Quality management, a well-established practice during the engineering and procurement phases of EPCM projects, has increasingly been adopted by construction companies as an initiative to solve quality problems and better meet the needs of final customers. The author explains the factors that affect the quality process, responsibilities of the chief participants and benefits to be realized.
Properly managing the outsourcing of projects is essential to ensuring that organizations achieve the success they seek. There are several key elements to consider when outsourcing a project or portions of a project. This article will help identify the key aspects to consider prior to awarding a contract to a vendor.
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.
Many projects are unsuccessful and fail to get completed within budget and timelines. One of the underlying causes for their failure can be attributed to unaligned and weak processes that result from a combination of problems such as feeble project management, poor cost estimation, poor planning and scheduling, inadequate requirements management, and inappropriate contingency planning, as well as many others. To maximize a project's performance and enhance the probability of its success, every organization needs to build a better project management process dedicated to meeting the customer's most important needs.
A quality-driven program is essential to good project management. This article features the chairman of Tata Quality Management Services (Mumbai, India) discussing how his organization meets global standards for business excellence with a quality-driven program. It details the organization's use of the Tata Business Excellence Model (TBEM) across its companies to measure how each is performing. It then provides an example of Tata's approach to project management using its US$4.5 billion, 4,000-megawatt power plant project in Gujarat, India. The article also explores the organization's approach to innovation noting that intuition and entrepreneurship can take precedence over process. It examines how quality processes help companies better manage their projects. It concludes by suggesting ways companies can make quality part of their project management process.
Although the original focus of Six Sigma was on manufacturing, today it is widely accepted in both service and transactional processes. Successful Six Sigma projects lead to improved customer satisfaction, process predictability, and increased profits. This article examines the benefits of the Six Sigma approach, pros and cons of the Six Sigma strategy, and includes four critical steps for implementation.
Code inspections are an implicit, often unspoken best practice among agile project management teams. This silence has caused some people to question the quality control of the agile PM paradigm. Surprisingly, agile teams have not forgotten to mind the Ps and Qs of quality engineering--and not only continue to perform code inspections, but perform them more often. This results in even greater quality than traditional project management teams.
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.
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.
Testing is not the same as quality, and it’s not a replacement for it either. Our writer hopes to help you identify some ways that you can improve how you manage quality on your own projects--and hammer home that if you plan for quality in the first place, you won’t need to spend so much time fixing the things that have gone wrong.