It’s no longer enough for product managers to work only with other managers. Many individuals will be working on projects as team members, stakeholders and customers. Getting to know them will continue to increase in importance.
Find answers to these questions and more in this Quality Practice Area. If you are new to Quality, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
9
Votes: 2
2
Verónica Elizabeth Pozo RuizVerónica Elizabeth Pozo Ruiz replied 15 hours ago
27
Votes: 0
0
Verónica Elizabeth Pozo RuizVerónica Elizabeth Pozo Ruiz replied Jun 9, 2025
4
Votes: 1
1
Pavan MaddiPavan Maddi replied May 28, 2025
12
Votes: 0
0
Verónica Elizabeth Pozo RuizVerónica Elizabeth Pozo Ruiz replied May 7, 2025
7
Votes: 0
0
wael ahmedwael ahmed replied Mar 13, 2025
Community Champion
8
Votes: 3
3
Pavan MaddiPavan Maddi replied Feb 24, 2025
54
Votes: 1
1
ownish khanownish khan replied Feb 15, 2025
3
Votes: 0
0
Verónica Elizabeth Pozo RuizVerónica Elizabeth Pozo Ruiz replied Feb 12, 2025
Community Champion
7
Votes: 4
4
Francisco Matheus ChagasFrancisco Matheus Chagas replied Feb 3, 2025
Community Champion
14
Votes: 1
1
Sergio Luis ConteSergio Luis Conte replied Jan 21, 2025
Although they may appear to be competitors, Agile and Lean Six Sigma have the same objective: supporting the organization’s priorities by achieving customer satisfaction. Lean Six Sigma has a very mature approach to process improvement: DMAIC (Define, Measure, Analyze, Improve, and Control). This approach can certainly be used for a successful Agile transformation. The webinar is based on the author's experience using the Lean Six Sigma DMAIC framework for Process Improvement for software development projects with a focus on D (Define).
‘Scaled Agile’ is one of the most misunderstood concepts. Agile adoption surveys indicate that Scrum, or some combination of it, is used by 70--80% of Agile Teams. None of the 'scaled' frameworks is mentioned as 'used', only as an option to 'scale'. Agile, a new approach in 1970 to scale down manufacturing processes and make them more ‘Agile,’ was created to improve Lean Six Sigma. Out of Software development, the team frameworks are now 'scaling up' by reverting to Lean Practices like Kanban, Theory of Constraints, Voice of Customer, Kaizen, etc. The Six Sigma component that is the most mature and confirmed way of measuring the impact of process improvement initiatives was left out. This is possibly partly because it requires skills and knowledge that can't be acquired in a 2-3 days course, partly because its practices are associated with manufacturing, and it is as seen incompatible with software development. In addition, Lean goals (eliminate waste, adoption of standardized processes) are completely opposed to the Agile mindset that fundamentally embraces change, allows good waste, and is against reliance on standardized processes, This webinar is an analysis of lessons learned from using Lean Six Sigma to measure process improvement initiatives in software development including a comparison between Agile and Planned approaches in a large system development. It is a project manager's view that is probably different than what is heard in conferences and training courses.
The monthly status report template has been designed to be a comprehensive review of project progress. It is intended to provide a detailed understanding of the project, what has occurred to date, and its trajectory in moving forward.
Key Performance Indicators (KPIs) are ways of measuring and monitoring project health. This template provides structure to outlining and articulating measures. It is the means of defining the KPIs that will be used, how they will be measured, and how they should be interpreted.
UPDATED TEMPLATE! The at-a-glance weekly status report is a means of providing a quick, simple and clear reflection of project status on a regular basis. It focusses attention on the essential information that is necessary to know where a project is and whether there are any concerns or areas requiring attention.
While actively participating in mentorship during a project with a local design/build firm, this practitioner compiled an overview of the project management process as detailed in PMI’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Use this overview with other project managers as a tool to reference in your day-to-day PM activities (as well as share with new project managers).
Use this Go/No Go production readiness checklist to assess if your organization is prepared to deploy an application. This spreadsheet aims for a composite or holistic view between the business and technical aspects of an application deployment. There are 36 questions in nine categories to respond "yes" or "no" to, with self-adjustable weighting and a final score.
Like the project manager, a wedding planner must work with various vendors, suppliers and participants involved in the wedding. These are the project team members, each with a specific role to play in bringing the wedding vision to life.
In projects related to medical devices, operations are executed based on ISO 13485—a quality management system (QMS) certificate. Here, a practitioner shares his design philosophy for setting up a QMS for a MedTech startup.
The trade-off between project delivery time and quality often depends on the specific requirements and constraints of the project, but this is not always something that’s properly assessed. When push comes to shove and you have to decide, which side should you pick?
This article draws on well-known, basic project management concepts to introduce the high-level project management concepts of defined and empirical process control. It also attempts to contrast them and suggest how they might be used by PMPs in practice.
Due to the nature of the regulatory landscape and the complexity of the healthcare system, MedTech startups experience a higher level of uncertainty and risk. This PM shares his first-hand experiences from a startup launch in this sector.
When project teams are buried in the details of their work, it’s easy for them to forget that they are producing solutions for real people. PMs need to help them remember.
Test-driven development is an important part of ensuring that software can be effectively evaluated before it is deployed to embedded systems. Program managers must be prepared to accommodate additional test time—and champion the creation and maintenance of custom test platforms and tools.
Managing a capital project is not for the faint of heart. Navigating the complex web of planning and execution requires an understanding of many aspects in the project delivery lifecycle. One key approach for PMs is to focus on achieving operational readiness once the project is complete.
The growth of agile and the increasing pace of all forms of project delivery have meant that the triple constraint is no longer the thing we all have to tattoo on our brains. But it is still important, and it is still heavily misunderstood. If it’s not helping, then it needs to adapt—and a new variable can help.
Accreditation offers periodic self-evaluation, assessment and improvement opportunities for the educational institution. Higher education institutions should handle accreditation projects with utmost care—and use it as a chance to refine their plans to offer the best services for their students and community.
|
"Great souls have wills; feeble ones have only wishes." - Chinese Proverb |
