Project quality management is the process through which quality is managed and maintained throughout a project. Modern quality management and project management are complementary.

They both emphasize customer satisfaction and the underlying belief that quality leads to customer satisfaction. The main objective in project quality management is making sure that the project meets the needs it was originally created to meet—nothing more, nothing less.

In other words, to ensure quality, you must meet the needs of the stakeholder. Meeting or exceeding requirements, however, is not part of project quality management. This responsibility ensures quality expectations are met.

This means that it might be possible and reasonable to have a quality, low-grade product, but it is never acceptable to have a low-quality product. At the beginning of the project, requirements are determined with the stakeholders. These requirements become the foundation for the work of the project. Quality is not about giving the customer extras or completing extra work. The notion of extras is often based on possibly erroneous perceptions of what you believe the customer wants.

These extras add time, possible costs and other impacts to a project but do not always result in increased customer satisfaction. The definition of quality is central to understanding these three processes. To be able to define quality, you need to be clear about the meaning of the following terms:. The quality management planning process determines the quality standards that are applicable to the project and devising a way to satisfy them.

The goal is to create a quality management plan which documents the following:. Identifying these items might require updates to the project management plan or schedule, which emphasizes the evolving nature of the plan and project documents. The plan, like other components created during the planning phase, is written by the project manager with input from stakeholders.

When planning for quality on a project follow the corporate quality policies that are in place. If a corporate quality policy does not exist, the project team should create one for the project.

Quality Management in Project Management

The project team might even need to adapt an existing policy to better suit the nature of the project. Don't forget to sign up for our monthly newsletter. View All Articles.Conference Paper Quality Management 3 October This paper introduces a new Five-Stage Project Quality Process Model from the authors' recently published book, Managing Project Qualityand focuses on the first two stages Quality Initiation and Quality Planning and their integrated 30 activities, quality tools, detailed flowcharts, and assessment instruments that practitioners can employ to improve project quality management.

Each stage has a defined starting and ending point with a sequence of activities that would normally be performed to plan and manage a project for quality, as depicted in Exhibit 1. In that research project, the authors and their research associates surveyed all of the published materials on project management from to There were overdocuments including books, periodicals, scholarly papers, thesis and dissertations.

The authors and their research associates constructed a database of the 3, documents from this universe and the revised five-stage model of project quality management emerged from structured analysis and interpretation of this data. The new Project Quality Initiation Stage is warranted by the number and range of preplanning activities that had previously been presupposed or were loosely linked with the planning stage.

The Project Quality Initiation stage is mapped out with a flowchart, which begins with the identification of a potential project and ends with a signed authorization to proceed with the selected project.

Both instruments identify and reduce possible project quality risk elements at the preplanning stage. Projects undertaken by participants with technical and psychosocial maturity but without moral maturity will jeopardize the external credibility and the internal and the internal trustworthiness required of successful project participation.

The EWCA measures the moral readiness of participating organizations to provide a supportive context for the project initiative rather than start an expensive project and have it sabotaged by the manipulative work culture of a participating organization. Another unique contribution is a conceptual guide to converting modes of project knowledge from tacit to explicit knowledge through socialization, internalization, and externalization steps.

Socialization is an informal process of sharing tacit experience. Externalization is a formal process of articulating tacit knowledge into explicit concepts. Internalization is the absorption of explicit knowledge into tacit knowledge through oral transmission of project lessons, systems document processes, or simulations.

Combination is the process of systemizing explicit concepts into new explicit knowledge by analyzing, categorizing and reconfiguring information. While there are tensions between the two, when both cooperate to reinforce each other at the outset, new project managers can rely on prior professional lessons about what should be done and prior organizational lessons about how it should be done in order to achieve project success.

The final element of project initiation is the personal and public commitment to the project. The project charter is a signed agreement between a project sponsor and a project core team.

It clarifies the project purpose, sets clear project goals and objectives, develops teamwork, avoids situations in which the core team is unsure of if management will accept an action or decision, develops trustworthy commitments between the sponsor and the core team, and avoids situations in which the sponsor unilaterally changes the original agreement.

During the Project Quality Initiation Stage, a few potential projects that cannot obtain chartered commitment will be abandoned. In the end, the authors regard this as salutary since resources invested in unsupported projects are simply unnecessary sunk costs and should be avoided whenever possible.

The Project Quality Planning Stage is also mapped out with a detailed flowchart, which begins with the project charter and ends with the completed project plan publicly accepted by all key stakeholders.

In order to meet and sustain project customer satisfaction determine if it is necessary to determine different levels of decision-making authority. One frequent cause of quality problems is that project participants do not know who is allowed to make certain decisions on specific issues. This problem can be minimized if not eliminated if the proper decision-makers have the time, information and skill to make good decisions and understand their respective roles. The Project Decision Responsibility Matrix is a tool for clarifying three decision-making factors relating to specific issues: 1 who must be informed; 2 who is authorized to make recommendations; and 3 who is authorized to finally decide.

For each issue that must be decided, responsibility for making the recommendations and being informed should be planned by the project manager. A recommended approach is to have one primary decision-maker per issue others may recommendwith the project manager at least informed about virtually every issue. While all project participants have roles, the project manager is ultimately responsible for quality and must know what is happening with all project-related issues.

Organizations that excel at planning quality projects insist on qualifying all key project processes. Project process qualification levels from spontaneous to optimized status are depicted in Exhibit 4. The project process qualification planning must include preliminary diagnosis of current levels, and if most are at the spontaneous and initialized levels, the immediate qualification level to achieve is the formalized level.Quality is one of those matters much discussed, but practiced mostly in the breach.

Organisations proudly proclaim quality products—they talk the talk—but when it comes time to walk the walk, what do they typically do? They fall back on the old stand-bys of tradition, intuition and trial-and error.

The reasons for this are many: the unrelenting pressure of the quarterly bottom line, excessive self-confidence arrogance of management, reluctance to change and try something new and so on. Perhaps the most ubiquitous—and easiest to remedy—is the absence of knowledge and a clear method for quality improvement—that is, a roadmap of specific, proven steps.

What Are the Five Stages of Project Management?

A seven-step model for project quality management may be the solution to procrastination and missteps. The model comprises a progressive series of actions—a journey—that addresses customers, requirements, specifications, quality assurance activities, quality assurance plans, quality control and continuous improvement.

Edwards Deming and Joseph Juran. Customers are the foundation of quality—-not products and certainly not quarterly financial statements. Without customers, there are no products or financial statements. The first action in managing project quality is to identify customers.

Simply, this may be a list of organisations or people who buy current products. Customers exist in three categories: external, internal and hidden.

External customers, those outside the organisation or project team, buy or use the product or supply essential resources. Internal customers, those inside the organisation or project team, participate in producing the product, often in a chain of sequential activities. Hidden customers lurk in the shadows.

They are not directly involved in production or use of the product, but they may have regulatory obligations or be concerned about the product to a degree that compels them to influence its production or use.

How to Memorize the 49 Processes from the PMBOK 6th Edition Process Chart

Customers must be exhaustively identified by analysing the contract or project charter, analysing the project team and organisation, analysing product use and analysing the means of production.

Overlooking a customer may result in a show-stopping surprise when that customer later appears. An exhaustive customer list may be complete, but it also may be confusing because of sheer numbers.

The next action in managing project quality is to prioritise the list of customers. Not all customers are created equal. In the effort to identify all possible customers, a project team may include some of only trivial importance.

Prioritising the list will help a project team focus on customers who may truly determine success of the project. Customer prioritisation should be accomplished in a disciplined way. This is not the time to have a meeting and ask people around the table what they think. An effective tool for prioritisation is the L-shaped matrix, which permits pair-wise comparisons of all customers and generates a bias-free, ordered list.

Customers are important because they are the source of requirements. Meeting customer requirements is one of the classic definitions of quality.

The next action, identifying requirements, can be a challenge.

What is Project Quality Management?

Some requirements are clearly stated in the contract or project charter. However, these documents usually include requirements of external customers, not internal or hidden customers. Project teams must carefully analyse each customer to identify requirements. Sometimes an interview with the customer may suffice. Requirements, like customers, are not all created equal and must be prioritized.

An effective tool for prioritising requirements is the full analytical criteria method, which uses a series of L-shaped matrices to analyse requirements from the views of individual customers. Combining the results into a single matrix provides a bias-free prioritisation that is not possible by less formal means. The next action is to make all requirements explicit—to turn them into specifications that are measurable to the degree that they can be used to guide project performance and determine project success.Being a Project Manager is a tough job!

You not only have to produce the deliverables on time and within budget, but you also need to ensure that they meet the quality expectations of your customer. To do this, you need to define and execute a quality management process. By implementing a quality process within your project, you will not only be able to control the level of quality of your deliverables, but you can also provide your customer with assurance that the project will result in a solution which meets their expectations.

Formal quality management is hard to implement. It takes time and a lot of work. Fortunately there are not a lot of elements to a quality management process. In fact, there are three. Before you begin to manage quality on your project, you should first create a Quality Plan.

The Quality Plan describes how you will understand quality requirements and expectations, quality tools, quality roles, how to measure quality, how to validate process acceptance, and more.

In particulate, the Quality Plan describes the overall quality control and quality assurance steps you will implement to ensure quality.

Quality control QC activities are those that focus on the overall quality of the deliverables being produced. Quality control is usually the responsibility of the project manager and the specific person responsible for a deliverable. Examples of quality control activities include:. The deliverable must exist in some form to validate its quality level through inspection.

Quality assurance QA refers to validating the processes used to create deliverables. It is especially helpful for managers and sponsors. Managers may not have the time or expertise required to validate whether deliverables are complete, correct and of high quality.

However, they can discuss the processes used to create the deliverables to determine if the processes seem sound and reasonable.

Overall, project quality is obtained through quality planning, having good work processes QAand checking the results to be sure QC.

quality management at different stages of project

Are your projects less than successful? Contact us today to discuss implementing solid project management practices in your organization. TenStep, Inc.

quality management at different stages of project

Step 1.One of the most basic competencies a project manager needs to know is what are the five stages of project management. These are the project management stages that any PM can use as a basic guide to understand how a project is progressing. The first of the project management stages is all about giving the project a relatively broad definition and establishing whether or not it is feasible. The stakeholders responsible will usually use two methods to decide whether or not the project gets the go-ahead:.

This is where a project manager really brings their skills to bear. Project planning includes:. This is the beginning of the creative stage, where the carefully laid project plans are turned into tangible deliverables. There will usually be a kick-off meeting to give everyone an overview of what their objectives are and after which, each team member will be aware of what is expected of them.

For this reason and to make sure that everything is progressing as it should, a project manager needs to be able to effectively measure and communicate project progress. Any combination of these can be used, but the most important thing is that they are measurable and used consistently so stakeholders can easily understand how the project is going at a glance.

This is the last of the project management stages, when the final deliverables are handed over or go live. This stage provides you, your team and stakeholders with an opportunity to evaluate how successful the project was and what lessons were learned during the process.

It is also wise to create an ongoing process to capture this knowledge and formally and feed it back into your project management system. Flexible systems that can easily incorporate change are especially powerful as they can be optimized quickly and immediately take advantage of new knowledge.

quality management at different stages of project

Following project closure, the resources of the project can be reassigned, and team assessments drawn up. Many project managers hold an official closing meeting or even a more informal closing party to congratulate the team. Subscribe Now.

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Initiating and planning stages of project quality management

Subscribe for Updates Subscribe Now. Awards "; document. Find out what separates Clarizen from other vendors in the marketplace. To learn more, review our Privacy Policy Allow Decline.Today, no one can deny the fact that project management has become quality driven.

Quality improvement, quality control, kaizen, valued added management etc — key elements in quality management are gaining grounds in project management these days. A large number of organizations are hugely investing on quality management professionals in order to ensure the level of quality in projects.

quality management at different stages of project

Six Sigma or lean implementation is an approach taken in order to ensure zero defects in projects. Constant improvement and elimination of errors are the desired results for all projects and therefore, quality management has emerged as a major factor in project management.

Here is an evaluation of various aspects of quality management within project management. Quality management as the term suggests is all about managing quality in services. When it comes to project management, ensuring desired quality is the goal. The project delivery should ensure quality management. The quality to be maintained in a project is decided by the stakeholders, owners and clients of the project. Quality standards are also defined based on organizational values and standards.

A quality management process is introduced in a project towards quality planning, quality assurance and quality control. In a project, quality characteristics are defined by the stakeholders. Some of the most common quality characteristics are performance, functionality, suitability, reliability, consistency and more. The levels of quality in these terms are measured as per project and organizational standards. From project initiation and processes to project delivery, each should be measured in terms of quality standards.

In project deliveries, various things like computers, project equipment, team etc. Thus, quality management should be in place from the beginning of a project till the end. This is how, quality management is ensured in project management.

By following the quality management phases, projects are worked upon towards delivering desired results.They have an extensive list of supported sporting categories and different markets: they also have live-play action and quick betting. Their website has live streaming options that allow the placing of in-play betting during the matches.

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