98%(40)39 out of 40 people found this document helpful
This preview shows page 13 - 16 out of 27 pages.
After much research and deliberation, it is my assumption that the reason for success in quality, and failure in every other category, is due to the focus and emphasis put on the design and vision of the stadium, rather than setting realistic and measurable objectives for scope, time, and budget. Although I am unsure which specific tools and techniques were used for quality control in the Wembley Stadium project, Figure 7 shows the tools and techniques used in quality control as laid out by the PMBOK Guide 5thEdition.Figure 7. Quality Control Tools and TechniquesTOOLS & TECHNIQUES1.Seven basic quality toolsCause and effect diagramUsed to identify the root causes or contributors to a problem, error, or defect.FlowchartsA flowchart can help you see the relationship between the process steps. ChecksheetUsed to ensure that a series of steps are followed consistently. Pareto ChartsA vertical bar chart that creates a graphic display of events in descending order. HistogramsA vertical bar chart arranged to show the shape of distribution of an eventControl ChartsUsed to determine whether a process is stable and predictableScatter DiagramsAn X,Y matrix that plots the relationship between two variables to determine whether a relationship exists2.Statistical samplingSamples are selected and tested according to the quality management plan.3.InspectionExamination of the work product to see if conforms to 13
QSO 645 Final ProjectKirsten Langdonstandards.4.Approved change requests reviewThe change requests should be checked to see if the approved changes have been implemented in a timely manner.(Source: adapted from Project Management Institute, 2013 and Stackpole, n.d.) For the Wembley Stadium project, I would recommend that the project manager implement the use of Key Performance Indicators and Earned Value Management (EVM) to helpcontrol both the cost and schedule of the project better. The project baseline is the main element of EVM and serves as the reference point for all related activities. EVM is useful in project forecasting as well as providing quantitative data for more effective decision making (Dwivedi, n.d.). Examples of the KPI’s and EVM elements I would implement on this project are shown in Figure 8 below. Figure 8. Implementation of Project Metrics(Source: retrieved from Lee PMP, 2016)Communication Plan14
QSO 645 Final ProjectKirsten LangdonIt appears with this specific project that there were no clear communication guidelines set amongst key shareholders or throughout the management levels. This is one of the main reasons, I believe, the project was a failure in so many aspects. The poor communication, or complete lack thereof, and the involvement of so many parties made this project unique as well as difficult to manage. The effects of a poor communication plan can be seen in specific examples such as:Initial 2-year delayConstruction workers go on strikeUpward communicationLimited access to design plansProcurement issues