Project Quality Management: Why, What and How - Softcover

Rose, Kenneth

Softcover

ISBN 10: 1604271027 ISBN 13: 9781604271027

Verlag: J Ross Publishing, 2014

Inhaltsangabe

Project Quality Management: Why, What and How, Second Edition demonstrates how to implement the general methods defined in A Guide to the Project Management Body of Knowledge—Fifth Edition (PMBOK Guide) and augments those methods with more detailed, hands-on procedures that have been proven through actual practice. This edition presents case examples that illuminate the theory of quality planning, assurance, and control with real-world narratives, including situation, analysis, and lessons learned. It also provides course discussion points and practical exercises at the end of each chapter. In its first edition, Project Quality Management was the recipient of the 2006 PMI David I. Cleland Project Management Literature Award. The award-winner offered project managers a specific, succinct, step-by-step project quality management process found nowhere else. This second edition features updated and enhanced material that meets the needs of practitioners, trainers, college instructors, and their students! Course instructor material is also available.

Über diesen Titel

Über die Autorin bzw. den Autor

Award-winning author Kenneth H. Rose has more than 35 years of hands-on experience in high technology development and project management and in the development and implementation of quality improvement programs, innovative performance measurement procedures, and strategic plans. He is also an experienced trainer in project management, organizational development and leadership. Mr. Rose is an active member of Project Management Institute, Certified Project Management Professional (PMP), and serves as book review editor of Project Management Journal. He is a former senior member of the American Society for Quality and ASQ Certified Quality Manager. Mr. Rose is also a life member of the National Defense Industrial Association where he served as past chairman of the robotics division.

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Project Quality Management: Why, What and How, Second Edition demonstrates how to implement the general methods defined in the Project Management Institute's PMBOK Guide Fifth Edition, and augments those methods with more detailed, hands-on procedures that have been proven through actual practice. This edition presents case examples that illuminate the theory of quality planning, assurance and control with real-world narratives, including situation, analysis and lessons learned, and provides course discussion points and practical exercises at the end of each chapter. It offers a walk-through of a wrap-up practical exercise relevant to many project domains, which will help readers gain experience using the tools and techniques of this project quality management process before applying them to their own project work. Course instructor material is also now available.

Key Features

Establishes a new quality tool the pillar diagram that provides a needed capability to identify root causes of undesirable effects

Supplies quality processes attuned to project scope specifications used to ensure a quality product and quality processes and to help maintain cost and schedule constraints to ensure a quality project

Provides techniques and tools organized and explained according to their application within this quality process that can be applied immediately to improve project implementation and customer satisfaction in any project context.

Presents "off-line" treatment of the related topics of project training, leadership and organization change in appendices

WAV Offers numerous downloadable tools for planning project quality, collecting and understanding data, comprehending and analyzing processes, and problem solving, as well as instruction materials for use in college and professional courses on the topic available from the Web Added Value Download Resource Center at www.jrosspub.com/wav

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Project Quality Management

Why, What and How

By Kenneth H. Rose

J. Ross Publishing, Inc.

Copyright © 2014 Kenneth H. Rose
All rights reserved.

ISBN: 978-1-60427-102-7

Contents

Preface, 
About the Author, 
Web Added Valueâ™, 
Section I. Quality Foundations, 
Chapter 1: Understanding Quality in the Project Management Domain, 
Chapter 2: Evolution of Quality and Its Contemporary Application to Projects, 
Chapter 3: Pioneers and Paradigms, 
Section II. Quality Management, 
Chapter 4: Project Quality Planning, 
Chapter 5: Project Quality Assurance, 
Chapter 6: Project Quality Control and Quality Improvement, 
Section III. Tools for Managing Project Quality, 
Chapter 7: Collecting and Understanding Project Data, 
Chapter 8: Understanding Project Processes, 
Chapter 9: Analyzing Project Processes, 
Chapter 10: Solving Project Problems, 
Chapter 11: Common Project Practices, 
Section IV. Quality in Practice, 
Chapter 12: Project Systems and Solutions, 
Chapter 13: Why Not Quality?, 
Epilogue, 
Appendix 1: Case Study: Dakota Wireless Network, 
Appendix 2: Project Training, 
Appendix 3: Project Leadership, 
Appendix 4: Leading Change: A Model by John Kotter, 

CHAPTER 1

Understanding Quality in the Project Management Domain

What is quality? Customers know it when they see it. Suppliers promise that their goods and services embody it. Both views are often missing a clear, up-front definition of what quality is, and this leads to confusion and frustration when trying to determine just how to deliver it.

Project managers probably feel this most acutely. A customer may demand quality and an organization may promise to deliver quality, but a project manager is the one who has to do it. Failure can have devastating immediate and long-term consequences for both the project manager and the project organization.

Given its importance to project outcomes, quality ought to be a problem long ago solved. It is not. Projects continue to be plagued by imprecise quality goals and arcane quality methods most suited for a shop floor, all of this condemning the project to less-than-satisfactory results or worse.

There is a better way. From a product manufacturing or service delivery point of view, quality is, to a great degree, a problem solved. Quality tools and techniques have been developed and refined over the past 100 years to the level that they are now a matter of science, not art. Applying these proven ways to project management should be a simple matter of transference, but that is the problem. Projects come in many stripes and colors. A project undertaken by a national professional association to create a new technical manual has little relation to the codified quality tools of manufacturing, except in the final steps of producing the book itself, and that task is usually contracted to a source outside the project team.

Definition of Quality

The key to project quality lies in making a more effective, meaningful transfer of proven quality methods to a general project management domain. The first step is to answer the question "What is quality?"

Exercise 1 — Consider the question "What is quality?" for a few moments. Take time to do this seriously. Put this book down, get out a blank sheet of paper, and think about the question in depth. What does quality mean to you? What might it mean to others? How do you describe quality to others? How do you know quality when you see it? What are quality's component elements? Make a few notes, then continue reading.

The results of this brief exercise probably vary among individuals. Some central themes may be common to all.

* Products — In some way, quality is associated with products. This may be the most obvious linkage. We define quality by our view of the features or attributes of some particular product: an automobile, an article of clothing, an electronic device, and so on. This view can lead us with confidence to the destructive "I'll know it when I see it" definition of quality.

* Defects — The idea of defects in a product is closely related to the view of products themselves. The perception of product quality may arise from favorable features, such as an automobile that always starts on the first attempt, or is comfortable on long trips, or exhibits efficient fuel consumption. Defects are a bit different. We expect quality products to be free of defects. When we purchase a car, the upholstery should not be ripped or soiled, all the indicator lights on the dashboard should function properly, and there should be no cracked mirrors or light covers.

* Processes — Now things get a little more obscure. If we manufacture a product, we probably care very much about processes. To the users of our product, the matter of processes tends to be rather transparent. Users focus more on the product and how it performs than on how it was produced. This issue is also very important to project managers. Whether they are delivering a product that results from manufacturing or purely intellectual activity, the processes that produce that product have great effect on the outcome. What you do may keep a smile on your customer's face, but how you do it will keep you on schedule and on budget — and that may make the customer's smile even brighter and longer lasting.

* Customers — People who sell what they make may be very product focused in their view of quality. They seek to make products that are superior to those of competitors and always strive to be the best: "This is the best DVD player on the market today." This view of quality may have short-term utility, but can be limiting, even lethal, for the organization in the long term. Consider the boasts "This is the best carburetor on the market today" or "This is the best buggy whip on the market today." Both statements may be true, but if nobody is buying carburetors or buggy whips, are they relevant? People who make what other people want to buy have a different view of quality and it is rooted in what customers want. To these people, quality is defined by customers, their needs, and their expectations.

* Systems — A system is a group of things that work together. At a higher level of analysis, quality may be viewed as arising from things that work together. Products, defects, processes, and customers are all part of a system that generates quality, as are suppliers, policies, organizations, and perhaps some other things unique to a specific situation.

Traditional Definitions

Several definitions of quality already exist. In the now obsolete 3rd edition of his ground-breaking Quality Control Handbook, quality pioneer Joseph M. Juran defined quality as "fitness for use." In this view, customers defined the use for the products (goods or services) that they purchased. It was up to the organization that produced the products to understand the needs of its customers and to design products that are fit for use. In Juran's Quality Handbook, 6th edition, a revised definition appears. Quality is now "fitness for purpose." This new view is intended to be broader in scope and more universal in applicability, especially for service organizations that have risen to a larger role in the world economy since the appearance of the original definition.

Juran recognized the shortcomings of such a brief definition. He emphasized that the...

Details zur Ausgabe

• Verlag: J Ross Publishing
• Erscheinungsdatum: 2014
• Sprache: Englisch
• ISBN 10: 1604271027
• ISBN 13: 9781604271027
• Einband: Taschenbuch
• Auflage: 2
• Anzahl der Seiten: 240
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Buchbär; info@buchbaer.de; ; Weberstr. 67; Osnabrück; 49084; Deutschland