The Importance of Project Quality Management

A process that monitors standards by take measurements and corrective action as needed. It is in control when only variation is natural, if variation is assignable then discover cause eliminate it. Take samples to inspect/ measure- reduce inspection time, reduce opportunity of bad quality. Control charts graph of process data over time-show natural and assignable causes. Control charts for variable data (characteristic that is measured, length,height, etc) are X-chart (average) and R-chart (range)must use x and r to get correct results. central limit theorem follow normal curve. When we know . When we don’t know . Control charts for attributes (categorical-defective, good/bad) P-chart (percent) or C-chart

The paper is divided into three sections, the first of which will establish a timeline of events. This project background will serve as a case study for the analysis in the following section that will be structured such that each of the previously mentioned facets will be independently analyzed and contrasted with project management principles. Finally the paper will conclude with a summary of the analysis and recommendations based on

Statistical process control is one way to control quality and make sure goals are attained. Statistical methods show that the samples taken can create visual representations that conclude my alarm clock is an effective method to starting my morning process. This ensures that it is operating at its fullest potential.

Based on this sample and the control chart limits that you calculated in part (a), is the process in control? Why or why not?

The purpose of this project was to gain experience in quality improvement by working with an organization to identify a business problem, analyze the causes, develop an improvement plan, implement changes, and to verify the effectiveness of the solutions. For this project we had to keep scope in mind. This project had to follow certain criteria, such as: that it is a manageable project with a local organization, it can be completed within the time frame of the course, it has a direct impact on external customers, it is relatively simple, and that it is not something that is currently undergoing major changes.

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).

Quality metrics are very important components of any project process. In essence, the metrics are important indicators of the overall progression of a project. Using the quality metrics, it is much easier to establish the proper corrective steps needed to be taken for a project. The Pizza Delivered Quickly case study made up of several phases that have been subsequently subdivided into six subsystems. There for, the overarching efficiency of this project is reliant on the integration of very important quality metrics. This type of a framework will facilitate for the project assessment and also it’s positioning towards the primary organizational goal of improving performance. All the subsystems of PDQ can profit greatly from the PMLC models. The logistics subsystem can be trimmed greatly by using the agile project management methodology. In addition, PMLC models like the traditional approach can be interspersed into all phases of the whole PDQ project. Quality metrics are very important barometers, which can be used to trim the capability of the new computer systems for PDQ. The aforementioned conditions form a crucial aspect of analysis in this case study. The analysis also centers on the materialization of the trigger results and the pertinent PMLC models for multiple projects in the case study.

Is the last process of management operations, which depends on the imposition of control and control of the workflow through control and ensure its implementation.

26.   A control chart is used to monitor the fraction of defectives generated by a process is the:

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

1. Statistical process control would be adapted as processes in control and capable of producing within specifications would produce more consistent quality.

Controlling Process in Management Controlling is directly related to planning. The controlling process ensures that plans are being implemented properly. In the functions of management cycle - planning, organizing, directing, and controlling - planning moves forward into all the other functions, and controlling reaches back. Controlling is the final link in the functional chain of management activities and brings the functions of management cycle full circle. Control is the process through which standards for performance of people and processes are set, communicated, and applied.

A good control system provides timely information to the manager which is very much useful for taking various decisions. Control simplifies supervision by pointing out the significant deviations from the standards of performance. It keeps the subordinates under check and brings discipline among them.

Even though Deming, Juran, and Crosby all have similarities between their key principles in quality management there are several aspects that are different to the approaches. They all recognize the importance of measurement to improve quality; however, the level of importance each emphasizes is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers’ needs and expectations about a product or service is of higher importance to quality. He also considers unknown costs such as the impact of lost customers to be more significant than visible costs (Suarez, 1992, p.18).

1. What control charts should be used to determine whether the process is in control or out of control?