Fundamentals Of Project Management

Primary concern of an organization is to satisfy its

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Unformatted text preview: r service features and comparing them to customer needs and wants to see how they correlate. To avoid this problem, many organizations today are using Quality Function Deployment (QFD) to help translate customer needs and wants into product or service features, together with Concurrent Project Management, which gets customers, vendors, contributors, and other parties to the project together from concept through completion. QFD is a method of examining product or service features and comparing them to customer needs and wants to see how they correlate. The idea is to be certain that you give the customer those features that satisfy his needs without giving him more than necessary, which would simply add cost to the product without adding value for the customer. For a fuller treatment of the subject, see Yoji Akao, Quality Function Deployment: Integrating Customer Requirements Into Product Design, Productivity Press. Concurrent Project Management (often called Concurrent Engineering) is a response to the throw-it-over-the-wall approach that has been practiced for many years. In the traditional approach, marketing talked to customers, defined the product or service, and threw the specifications over the wall to the developers, who then developed the product, threw it over the wall to manufacturing (or whoever had to produce it), and went on to something else. Often the producers would find problems and would throw the design back over the wall to the developers to fix; this might happen several times. Finally, the customer got the goody, found it lacking, and sent it back. Such failure to deliver products and services that meet the needs of customers costs us our customers. Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | Home Use of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc. All rights reserved. Reproduction whole or in part in any form or medium without express written permission of EarthWeb is prohibited. Read EarthWeb's privacy statement. Fundamentals of Project Management by James P. Lewis AMACOM Books ISBN: 0814478352 Pub Date: 01/01/95 Search Tips Search this book: Advanced Search Previous Table of Contents Next Title ----------- If project managers do not insist on interfacing directly with customers, this type of failure is likely. In developing a mission statement for a project, therefore, it is imperative to talk with customers to find out what their needs are and how they view quality (that is, what they mean by quality), and then set out to meet those requirements. Involvement of the key members of the project team (preferably, the entire team) is also essential. Technical teams must not decide what they think is best for the customer without really trying to understand her needs. As an example, E. E Schumacher pointed out in his book Small Is Beautiful that Westerners tend to install the latest technology in developing co...
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This document was uploaded on 09/27/2013.

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