Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2
Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2
8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 ation that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken. Project Quality Management uses policies and procedures to implement, within the project's context, the organization's quality management system and. as app Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 ropriate, it supports continuous process improvement activities as undertaken on behalf of the performing organization. Project Quality Management worEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
ks to ensure that the project requirements, including product requirements, are met and validated.Figure 8-1 provides an overview of the Project Quali8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 its deliverables and documenting how the project will demonstrate compliance with quality requirements.8.2Perform Quality Assurance—The process of auditing the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definit Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 ions are used.8.3Control Quality—The process of monitoring and recording results of executing the quality activities to assess performance and recommeEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
nd necessary changes.These processes interact with each other and with processes in other Knowledge Areas as described in detail in Section 3 and Anne8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 the nature of their deliverables. Quality measures and techniques are specific to the type of deliverables being produced by the project. For example, the project quality management of software deliverables may use different approaches and measures from those used when building a nuclear power plan Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 t. In either case, failure to meet the quality requirements can have serious, negative consequences for any or all of the project’s stakeholders. ForEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
example:Ồ2013 Project Management Institute. A Guide to the PfOfect Management Body of Knowledge (PMB0K~ Guide) - Fifth Edition227Licensed To: Jorge Di8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 Meeting customer requirements by overworking the project team may result in decreased profits and increased project risks, employee attrition, errors, or rework.•Meeting project schedule objectives by rushing planned quality inspections may result in undetected errors, decreased profits, and increas Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 ed post-implementation risks.Quality and grade are not the same concepts. Quality as a delivered performance or result is "the degree to which a set oEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
f inherent characteristics fulfill requirements" (ISO 9000) [10]. Grade as a design intent is a category assigned to deliverables having the same func8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 ociated with delivering the required levels of both quality and grade. While a quality level that fails to meet quality requirements is always a problem, a low grade of quality may not be a problem. For example:•It may not be a problem if a suitable low-grade software product (one with a limited num Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 ber of features) is of high quality (no obvious defects, readable manual). In this example, the product would be appropriate for its general purpose oEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
f use.•It may be a problem if a high-grade software product (one with numerous features) is of low quality (many defects, poorly organized user docume8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 determine the appropriate levels of accuracy and precision for use in the quality management plan. Precision is a measure of exactness. For example, the magnitude for each increment on the measurement s number line is the interval that determines the measurement's precision—the greater the number of Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 increments, the greater the precision. Accuracy is an assessment of correctness. For example, if the measured value of an item is very close to the tEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
rue value of the characteristic being measured, the measurement is more accurate. An illustration of this concept is the comparison of archery targets8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 where the arrows are more spread out but equidistant from the bull's-eye are considered to have the same degree of accuracy. Targets where the arrows are both tightly grouped and within the bull's-eye are considered to be both accurate and precise. Precise measurements are not necessarily accurate Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 measurements, and accurate measurements are not necessarily precise measurements.The basic approach to project quality management as described in thisEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
section is intended to be compatible with International Organization for standardization (ISO) quality standards. Every project should have a quality8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 t Management Institute. A Guide to the Project Management Body of Knowledge fPMBOK'- Guide) - Fifth EditionLicensed To: Jorge Diego Fuentes Sanchez PM I MemberlD: 2399412This copy IS a PMI Member benefit, not for distribution, sale, or reproduction.8 - PROJECT QUALITY MANAGEMENTIn the context of ach Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 ieving ISO compatibility, modern quality management approaches seek to minimize variation and to deliver results that meet defined requirements. TheseEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
approaches recognize the importance of:•Customer satisfaction. Understanding, evaluating, defining, and managing requirements so that customer expect8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 for use (the product or service needs to satisfy the real needs).•Prevention over inspection. Quality should be planned, designed, and built into—not inspected into the project's management or the project's deliverables. The cost of preventing mistakes is generally much less than the cost of correc Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 ting mistakes when they are found by inspection or during usage.•Continuous improvement. The PDCA (plan-do-check-act) cycle is the basis for quality iEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
mprovement as defined by Shewhart and modified by Deming. In addition, quality improvement initiatives such as Total Quality Management (TQM), Six Sig8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 provement models include Malcolm Baldrige. Organizational Project Management Maturity Model (OPMtF), and Capability Matunty Model Integrated (CMMP).•Management Responsibility. Success requires the participation of all members of the project team. Nevertheless, management retains, within its responsi Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 bility for quality, a related responsibility to provide suitable resources at adequate capacities.•Cost of quality (COQ). Cost of quality refers to thEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
e total cost of the conformance work and the nonconformance work that should be done as a compensatory effort because, on the first attempt to perform8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 y be incurred throughout the deliverable’s life cycle. For example, decisions made by the project team can impact the operational costs associated with using a completed deliverable. Post-project quality costs may be incurred because of product returns, warranty claims, and recall campaigns. Therefo Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 re, because of the temporary nature of projects and the potential benefits that may be derived from reducing the post-project cost of quality, sponsorEbook A guide to the project management body of knowledge (PMBOK® guide): Part 2
ing organizations may choose to invest in product quality improvement. These investments generally are made in the areas of conformance work that act 8 - PROJECT QUALITY MANAGEMENTQ()PROJECT QUALITY MANAGEMENTProject Quality Management includes the processes and activities of the performing organiza Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 he issues related to postproject COO should be the concern of program management and portfolio management such that project, program, and portfolio management offices should apply appropriate reviews, templates, and funding allocations for this purpose.8©2013 Project Management Institute. A Guide to Ebook A guide to the project management body of knowledge (PMBOK® guide): Part 2 tfie Protect Management Body of Knowledge tPMBOK-" Guide) - Fifth Edition229Gọi ngay
Chat zalo
Facebook