Project Excellence Model For Quality Management

Executive Summary Project management is the science of planning, organizing, executing, and managing the resources needed to achieve a specific goal. Effective project managers (PM) strategically facilitate the entire project management process to ensure the project’s success. To do this the PM must adequately meet the specific requirements (i.e., time, scope, quality, and cost) set forth by the project and its stakeholders. It is theorized that PM must possess a set of core competencies in order to successfully manage a project. Those competencies are development of project management knowledge areas, application of appropriate project management tools and techniques, understanding of the project

Project quality is concerned with two ultimate goals i.e. efficiency of processes employed in the implementation of the project and ensuring the quality of the end-product, So that the product is “fit for use” and covers all the needs of user and its cost effectiveness. PMBOK recommends suggests employing quality planning, assurance and control for quality implementation of the project. In simple terms it is necessary to produce a quality product that the projects are being run with quality. That is why experts of the fields believe that quality of project guarantees the quality of end-product (Windmüller, 2013).

Organization is something which consist group of people which is use to plan, manage, work, arrange and set specific goals. In an organization we come across many things, short-term goals, long-term goals, different objectives and mainly various certifications and rules. Certifications do play an important role in every kind of organizational institution.

Looking at the issue of success criteria. It important that rather than creating one standardized success criteria for project management, success criteria should be based upon the type of projects and its requirements. Projects are unique and therefore success criteria should be based upon projects and organization. Using one standardized success framework for project management will only create Type II error that Atkinson has describes. The cons of creating new success criteria for every project can lead to disagreements in the team. If there is a standardized model then everyone is likely to follow it but creating new success criteria can also create Type I error.

This document is an annotated outline for a Project Management Plan, adapted from the PMI Project Management Body of Knowledge (PMBOK) and IEEE Standard for Project Management Plans. The Project Management Plan is considered to be a “Best Practice” template by the ETS Enterprise Program Management Office (EPMO).

Success of the projects are by scope, schedule, and cost. These parameters set forth in determining project success measures effectively communicating. Analysis of the projects success consists of project documentation, questionnaires for project team members, and notes taken where participation in the project process was available.

Project Quality Management – identifying and following quality requirements, and audit the results to ensure quality control measurements to provide a quality product/service.

There have been pressure to improve project in a more environmentally and socially responsible manner as they involve a number of coalition groups both nationally and internationally (Aaltonen and Kujala 2010). Therefore, a project is very significant to organisation and more meaningful when successful delivered with either tangible or intangible benefits. According to (Atkin and Skitmore 2008) and (Nguyen et al. 2009), successful completion of construction projects depend on meeting the expectation of interested parties throughout the project life cycle, and the project managers ability to manage these various expectation (El-Gohary et al. 2006;Bourne 2015). This is different from the traditional perception where projects were considered successful if they were delivered just on time, on budget and on quality, also known as iron triangle rule (Atkinson 1999;Chan and Chan 2004;Zanjirchi and Moradi 2012). Although Chan and Chan (2004) noted that, project success is a subjective issue implying that what may be considered as successful project by one party may not necessary be to other others thus a number of factors must be considered.

e Excellence in PM goes beyond the maturity phase, where all the improvement areas have been addressed and the experience from mature PM combined with the deduced KPIs now allows the company to lead projects with a customer-focused approach.

In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.

The application of tools, skills, techniques, attributes and knowledge to manage different set of activities in such a way that achieve the result in effective and efficient way (successfully).project management success is measured against cost, time and budget. The

been widely established in areas such as the planning and control of time, cost and quality. In

The performance measurement criteria for successful Pioneer Construction and Engineering project traditionally has been based on the price, time and specification. Present day performance management systems to encourage a holistic approach for the project evaluation efficiency. Systems have evolved from what was essentially a method of accounting performance measurement in a diverse range of performance statistics for each specifically designed to assess various attributes of organizational importance. The literature review reflects the philosophy of a performance management system and its relevance in the current industry practice. The potential application of management models adapted to contemporary performance purpose for Measuring individual building project 'welfare ' it is examined. Two well-known performance management frameworks, the EFQM Business Excellence Model of Kaplan and Norton Balanced Scorecard are evaluated for their suitability

Source: Steyn, P. & Van Dyk, P., n.d. Cranefield College - Project Management: Leading, Creating, Implementing and Improving. Module 1 ed. s.l.:Cranefield College of Project and Programme Management Study Guide. P 118.

Project management is a discipline that applies various tools, concepts, principles, practices, activities that help in improving the profitability of organization and results in overall growth. It helps organizations working in various parts of the world in integrating there operations and achieving goals. The project management concepts are based on principles of rationality in human behavior, and similarity of working culture over organizations that is a bit unrealistic due to differences in Environmental Factors such as legal, political factors,