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Unformatted text preview: loseout. Processes and procedures should be developed for the closing or canceling of projects. For example, the Statement of Position (SOP 98-1 issued by the American Institute of Certified Public Accountants--AICPA) requires that all the costs for a failed information technology project be written off in the quarter that the project is canceled. .6 Lessons learned. The causes of variances, the reasoning behind the corrective action chosen, and other types of lessons learned from cost control should be documented so that they become part of the historical database for both this project and other projects of the performing organization (see Section 18.104.22.168). A Guide to the A Guide to the 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 93 ACROYMNS LIST Chapter 8 Project Quality Management
A Guide to the A Guide to the
Project Quality Management includes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It includes "all activities of the overall management function that determine the quality policy, objectives, and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system" (1). Figure 8-1 provides an overview of the following major project quality management processes: 8.1 Quality Planning--identifying which quality standards are relevant to the project and determining how to satisfy them. 8.2 Quality Assurance--evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards. 8.3 Quality Control--monitoring specific project results to determine if they comply with relevant quality standards and identifying ways to eliminate causes of unsatisfactory performance. These processes interact with each other and with the processes in the other knowledge areas as well. Each process may involve effort from one or more individuals or groups of individuals, based on the needs of the project. Each process generally occurs at least once in every project phase. Although the processes are presented here as discrete elements with welldefined interfaces, in practice they may overlap and interact in ways not detailed here. Process interactions are discussed in detail in Chapter 3. The basic approach to quality management described in this section is intended to be compatible with that of the International Organization for Standardization (ISO), as detailed in the ISO 9000 and 10000 series of standards and guidelines. This generalized approach should also be compatible with a) proprietary approaches to quality management such as those recommended by Deming, Juran, Crosby, and others...
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