Unformatted text preview: , and b) nonproprietary approaches such as Total Quality Management (TQM), Continuous Improvement, and others. Project quality management must address both the management of the project and the product of the project. The generic term product is occasionally used, in literature regarding quality, to refer to both goods and services. Failure to meet quality requirements in either dimension can have serious negative consequences for any or all of the project stakeholders. For example: Project Project Management Management Body of Body of KnowledgeE L KnowledgeE PL MP AM SA S A Guide to the Project Management Body of Knowledge (PMBOK Guide) 2000 Edition 2000 Project Management Institute, Four Campus Boulevard, Newtown Square, PA 19073-3299 USA NAVIGATION LINKS ACROYMNS LIST ACRONYMS LIST 95 ACROYMNS LIST Chapter 8--Project Quality Management Figure 81 | 8.1 PROJECT QUALITY MANAGEMENT 8.1 Quality Planning
.1 Inputs .1 Quality policy .2 Scope statement .3 Product description .4 Standards and regulations .5 Other process outputs .2 Tools and Techniques .1 Benefit/cost analysis .2 Benchmarking .3 Flow-charting .4 Design of experiments .5 Cost of quality .3 Outputs .1 Quality management plan .2 Operational definitions .3 Checklists .4 Inputs to other processes 8.2 Quality Assurance
.1 Inputs .1 Quality management plan .2 Results of quality control measurements .3 Operational definitions .2 Tools and Techniques .1 Quality planning tools and techniques .2 Quality audits .3 Outputs .1 Quality improvement 8.3 Quality Control
.1 Inputs .1 Work results .2 Quality management plan .3 Operational definitions .4 Checklists .2 Tools and Techniques .1 Inspection .2 Control charts .3 Pareto diagrams .4 Statistical sampling .5 Flow-charting .6 Trend analysis .3 Outputs .1 Quality improvement .2 Acceptance decisions .3 Rework .4 Completed checklists .5 Process adjustments ment ment geE L geE PL P Figure 81. Project Quality Management Overview Meeting customer requirements by overworking the project team may produce negative consequences in the form of increased employee attrition. Meeting project schedule objectives by rushing planned quality inspections may produce negative consequences when errors go undetected. Quality is "the totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs" (2). Stated and implied needs are the inputs to developing project requirements. A critical aspect of quality management in the project context is the necessity to turn implied needs into requirements through project scope management, which is described in Chapter 5. The project management team must be careful not to confuse quality with grade. Grade is "a category or rank given to entities having the same functional use but different technical characteristics" (3). Low quality is always a problem; low grade may not be. For example, a software product may be of high quality (no obvious bugs, readable manual) and low grade (...
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