Ebook Project management (4th edition): Part 2
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Ebook Project management (4th edition): Part 2
www.downloadslide.comStakeholders and qualityPrinciplesMaking sense of the project contextManaging the project process: the 4-D model1Achieving a cert Ebook Project management (4th edition): Part 2tain level of quality is one of the primary objectives of most projects, and there are costs associated with this.2Quality is a subjective property and is judged by each of the project stakeholders. The outcome has an important impact on customer retention and future trust in projects.3Some elements Ebook Project management (4th edition): Part 2 of quality will require conformance, others provide the opportunity for real performance to be demonstrated, while others provide the opportunity forEbook Project management (4th edition): Part 2
business improvement.Learning objectivesBy the time you have completed this chapter, you should be able to:•4 identify various definitions of qualitywww.downloadslide.comStakeholders and qualityPrinciplesMaking sense of the project contextManaging the project process: the 4-D model1Achieving a cert Ebook Project management (4th edition): Part 2he benefits of improving quality performance.ContentsIntroduction 2009.1The concept of quality and quality management 2019.2Quality performance and conformance 2059.3Towards quality improvement 210Summary 212Key terms 213Relevant areas of the Bodies of Knowledge 213Project management in practice: Ad Ebook Project management (4th edition): Part 2opting a standard for project planning- useful discipline or unnecessary constraint? 214Topics for discussion 215Further information 215References 216Ebook Project management (4th edition): Part 2
200www.downloadslide.comChapter 9 Stakeholders and qualityMotorola’s RAZR (and subsequent derivatives) has been one of the best-selling mobile phones www.downloadslide.comStakeholders and qualityPrinciplesMaking sense of the project contextManaging the project process: the 4-D model1Achieving a cert Ebook Project management (4th edition): Part 2hat was delivered months late and did not meet the specification that had been provided for it. The phone was wider than had been specified, cost more and was initially seen as only a high-end niche product.So, was the development project a success? If judged by sales figures of the product alone, a Ebook Project management (4th edition): Part 2nd the resultant business value of the project, the answer is certainly ‘yes’. Part of the success of the development project came not from the technoEbook Project management (4th edition): Part 2
logy that has gone into the phone (though that clearly helps) but from the packaging, the design and the myth created around its development. This indwww.downloadslide.comStakeholders and qualityPrinciplesMaking sense of the project contextManaging the project process: the 4-D model1Achieving a cert Ebook Project management (4th edition): Part 2 4, a process for the identification and management of stakeholders was described. Key in this is the means by which ‘quality’ is managed. This will involve initially understanding the concept of quality - what it is and why it is so important to projects. In Motorola’s RAZR project, it was clearly Ebook Project management (4th edition): Part 2a priority, as the need to get it right meant that the project did run over by vital months. Likewise, their choice of materials in the product itselfEbook Project management (4th edition): Part 2
(e.g. light metal for the casing and glass for the external screen rather than plastic) showed that this was to be a quality product. This placed thewww.downloadslide.comStakeholders and qualityPrinciplesMaking sense of the project contextManaging the project process: the 4-D model1Achieving a cert Ebook Project management (4th edition): Part 2ality of the product that has helped here. There was a quality associated with something far less tangible - a certain aura around the product. Motorola folklore has it that the product was designed in a form of‘skunkworks’ - a dedicated product team, liberated from the usual constraints of the corp Ebook Project management (4th edition): Part 2oration, and operating out of a premises some distance from where most of the actual development took place. The idea was that while Motorola had acquEbook Project management (4th edition): Part 2
ired a corporate image of being reliable, to sell mobile phones to a fashion-conscious generation would require more ‘snowboarder’ and less ‘business www.downloadslide.comStakeholders and qualityPrinciplesMaking sense of the project contextManaging the project process: the 4-D model1Achieving a cert Ebook Project management (4th edition): Part 2 different stakeholders.Managing the perceptions of stakeholders is then a key role for project managers. In quality planning, the definition of the relevant characteristics for the project is followed by the management of both conformance and performance aspects. Treating the project as a service r Ebook Project management (4th edition): Part 2ather than just a product can have benefits here, with the opportunity to manage both expectations and perceptions of stakeholders in the process.www.Ebook Project management (4th edition): Part 2
downloadslide.com9.1 The concept of qual ,www.downloadslide.comStakeholders and qualityPrinciplesMaking sense of the project contextManaging the project process: the 4-D model1Achieving a certwww.downloadslide.comStakeholders and qualityPrinciplesMaking sense of the project contextManaging the project process: the 4-D model1Achieving a certGọi ngay
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