With the imminent retirement of seasoned PMs, valuable insight will exit as well. It is all but assured that quality will be negatively impacted. The only questions that remain are how big of an impact will we see--and what can we do to promote knowledge transfer and mitigate this risk to the overall quality of our programs and projects.
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.
Discussion on quality management has not evolved much since the mid-1990s. Within executive circles, the discussions are not about the importance of quality, but rather on what quality is, how it is achieved and how it can be measured. The issues surrounding quality seem focused on definition and approach rather than on need. What is quality? What does senior management expect from the quality process, and how do these expectations apply to IT? Read on...
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.
Quality management concepts may not be welcome in a resource and cost-constrained environment. What you need is a secret plan to motivate workers to deliver better quality despite their rejection of common quality communications and programs.
The objective of this presentation is to explore how the selection emphasis shifts over time and how it differs with industry type. It is expected that the findings of this study will provide insight into the prevailing state of project manager selection
