18 Chapters
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CHAPTER 3: Project Quality Planning

Kloppenborg, Timothy J. Berrett-Koehler Publishers ePub

Planning is defined in the PMBOK© Guide as “the process in which defining and refining objectives and selecting the best of the alternative courses of action to attain the objectives that the project was undertaken to address are performed.”1 The quality planning stage begins with a commitment and authorization to proceed on a project, and ends with the kick-off meeting of project participants that signals the start of project execution. Quality planning follows quality initiation as the second stage in the five-stage project quality process model shown in Figure 3-1.

As is true of all five stages, the management activities will be much more involved on some projects than on others. Large, complex, unfamiliar projects will require more in-depth planning than smaller, simpler, more familiar projects. The typical quality planning activities required are depicted in the flowchart in Figure 3-2.

Project quality pillars, project activities, and project tools facilitate the movement from the signed authorization to proceed to the point at which all project stakeholders commit to the project plan. Table 3-1 categorizes the project quality pillars, activities, and tools for the quality planning stage into a project factors table.

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Medium 9781567261417

CHAPTER 2: Project Quality Initiation

Kloppenborg, Timothy J. Berrett-Koehler Publishers ePub

A project normally begins with a potential project being identified. For our purposes, it does not matter where the idea originated—just that there is a potential project. Project quality initiation, therefore, begins with the identification of a potential project and ends with a signed authorization to proceed. Initiation is defined in the PMBOK© Guide as “the process of formally recognizing that a new project exists or that an existing project should continue into its next phase.”1 Project quality initiation is the first stage of the five-stage project quality process model, as depicted in Figure 2-1.

The quality context of the model shows that both the organization and the environment can impact the project. While some projects involve the interface of the organization and the environment, the five-stage structure of project processes usually remains the same. Whether the project involves organizational change or organizational stability, Figure 2-2 identifies the flowchart of activities entailed in this stage.

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Medium 9781567261417

CHAPTER 1: Introduction to Project Quality Management

Kloppenborg, Timothy J. Berrett-Koehler Publishers ePub

Project quality management is the combination of two fields: quality management and project management. Many factors—such as external global competitiveness, dynamic environmental changes, increased task complexity, and internal productivity improvement—have driven the parallel and separate evolution of quality management and project management. Superior quality and project management optimize the performance excellence of organizations, but their combined leverage is often underutilized. Quality processes can be used to improve project performance. Leaders who master project quality management will have greater success both on individual projects and on a portfolio of projects for their organizations.

An introduction to project quality management requires a basic understanding of: (1) the histories of the quality management and project management fields; (2) the conceptual foundations of project quality management; and (3) the need for improvement in project quality management.

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Medium 9781567261455

APPENDIX A Project Leadership Assessment: Organizational

Kloppenborg, Timothy J. Berrett-Koehler Publishers ePub

This questionnaire contains statements about the characteristics of an organization and how it is supportive and creates a culture that encourages project leadership. Rate each item on a five-point scale indicating whether you agree or disagree with the statement. There are no right or wrong answers. Mark one answer only for each question.

1   Senior management creates an environment and culture that nurtures the growth and development of project leaders and their teams.

strongly disagree

disagree

neither disagree or agree

agree

strongly agree

 

2   Project leaders are encouraged to use vision to guide daily actions and decisions.

strongly disagree

disagree

neither disagree or agree

agree

strongly agree

 

3   Decisions affecting the project are made after long, careful consideration.

strongly disagree

disagree

neither disagree or agree

agree

strongly agree

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CHAPTER 5: Project Quality Control

Kloppenborg, Timothy J. Berrett-Koehler Publishers ePub

Quality control is defined in the PMBOK© Guide as “monitoring specific project results to determine if they comply with relevant standards and identifying ways to eliminate causes of unsatisfactory performance.”1 Control is the activity of ensuring conformance to standards and taking corrective action when necessary to correct problems. Long-term improvements to a process cannot be made until the process is first brought under control.

We define quality control activities to start when processes are qualified in quality assurance. This is an ongoing activity, so quality control activities start repeatedly during a typical project. Quality control activities should continue until the customer accepts the final project deliverables. Quality control is the fourth stage in the five-stage project quality process model, as shown in Figure 5-1.

The project quality control and project quality assurance stages have a large degree of concurrent interaction. For example, if test results are excellent in the project quality control stage, the project deliverables could be accepted rapidly and the project would move to the quality closure stage. On the other hand, if test results are not excellent, more process work in the quality assurance stage may be necessary or some replanning may need to occur back in the quality planning stage.

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