Professional Documents
Culture Documents
Submitted to:
Mr. Shankar Gokule
Submitted by:
Chiragkumar Patoliya
Course Code:
ITPM-MIS5604
ECU ID:
10164346
Due Date:
17th Oct-2009
Table of Contents
Table of Contents _____________________________________________________________ 2
Introduction _________________________________________________________________ 3
Conclusion _________________________________________________________________ 11
References _________________________________________________________________ 12
Introduction
Quality is defined as “the sum of attribute of a thing or entity that tolerate on its capacity to
satisfy direct or indirect needs.” Quality management is a procedure to make sure that all project
tasks or processes essential to plan, design and execute a project are valuable and capable with
respect to the justification of the performance and objective (Dale, 2006). Project quality
management is not divide and self-governing activities that happen at the end of an activity to
evaluate the degree of quality output (Barad & Raz, 2000). More than that it is not a valuable
material or service that you can purchase from market, the quality management is art of maturity
that you can develop within your organization with the maturity extract of experience and
knowledge (Murphy, 2008). Quality is not an additional feature to the product or service but it is
excellence of internal feeling of consumers’ satisfaction.
Project quality management is a permanent concept of objective that remains same when project
starts till end of project (Hides, 2000). Quality management concentration on enhancing
stakeholders’ ultimate satisfaction through continuous improvement to the project tasks and
processes by removing non value added activities. The interest in particular research area is to
develop the ultimate customer satisfaction model which covers all aspect of total quality
management (Steyn, 2008). It must be analyzed equally align with cost, time and scope. Goals of
quality program include:
1. Fitness for use
2. Fitness for purpose
3. Customer satisfaction
4. Conformance to the requirements
Quality Characteristics
There is an attachment of attribute with each product, process and service which defines or easy
to measure the nature of quality (Murphy, 2008). The characteristics define how project’s
processes or products and services are able to meet the requirement of the project which is fit for
use for process or product owner. Some of the key characteristics are listed below.
IT organizations are facing the challenges with the changing nature of clients’ business sue to
high degree of competitiveness. So the aspects of quality are being changed within industries
(Chao & Ishii, 2004). IT organization required to be highly dynamic in ability to adopt changes
of quality objectives otherwise organization continues with failure of project (Barad & Raz,
2000). Key dynamic changes in quality issues are listed below.
Applications are less secluded or independent today because organizations require high
degree of integration and need to have all application perform into one like ERP
application deployment.
There is high level of diversity in application in terms of platforms, languages and
vendors.
E-business focused business applications and fashion of 24x7 performance monitoring.
Development of quality is affected by the shift to web 2.0 technologies and service
oriented architecture (SOA).
More than that table 2 contains tools and techniques of project quality management which are
mentioned in PMBOK.
Quality Planning Quality Assurance (QA) Quality Control (QC)
Cost-benefit analysis Quality planning tools and Cause and effect diagram
Benchmarking techniques Control charts
Design of experiments Quality audits Flowcharting
Cost of quality Process analysis Histogram
Additional quality planning Quality control tools and Pareto chart
tools techniques Run chart
Scatter diagram
Statistical sampling
Inspection
Defect repair review
Quality Planning
Quality planning contains assessments concerning events necessary to meet quality necessities
and the designed quality actions frequently involve the use of definite QA and QC methods
(Steyn, 2008). The QA and QC methods therefore need to be determined throughout quality
planning in the case of projects to develop new systems.
Pareto Charts
According to Pareto’s definition, 20 percents of causes creates 80 percents of problems. That
carts is formed with histogram which explained the magnitude of problems, figure 6 explains the
Pareto charts.
Conclusion
Going through all aspects and main processes of project quality management, it is clearly defines
that quality does not comes over night. Lots of practices and vast knowledge and experience
shape the fruitful enterprise quality bunch. Extracting this theory paper and journal articles cited,
it is sure that quality starts from enterprise wide program to smaller process which you cannot
separate from them.
References
Barad, M., & Raz, T. (2000). Contribution of quality management tools and practices to project
management performance. International Journal of Quality & Reliability Management , 17 (4/5),
571-583.
Chao, L. P., & Ishii, K. (2004). Project quality function deployment. International Journal of
Quality & Reliability Management , 21 (9), 938-958.
Dale, B. (2006). Quality and risk management:what are the key issues? The TQM Magazine , 18
(1), 67-86.
Hides, M. (2000). Facilitating total quality through effective project management. International
Journal of Quality & Reliability Management , 18 (4), 407-422.
Murphy, T. E. (2008, 08 08). Key Issues for Software Quality and Testing, 2008. Gartner
Research , pp. 21-28.