Weeks 11 & 12: Advanced Practice Tools and Practicum

11/02/2019 17:25

Homework: Several times I’ve alluded to this practice. Now I ask you to read the following and prepare for a short assessment on NOVEMBER 15th.  Be here for it. It starts promptly at the start of class. It’s essential that PMs understand this; few practice it. Stand out through closely examining this paper, and please don't ask if all you have to do is study the areas I highlighted for you. You need to understand the whole of the paper and its significance to you as a PM, and to your management of your stakeholders and team. 

The Most Underrated Skill in Management.docx (251635)

Next couple of weeks, we examine the tools of project quality management.

We’ll dive into a real project that had been managed by someone in authority who was given the task, and made several mistakes, despite her general knowledge of the area she managed.  A few years back, a team of students reviewed the project in light of the Knowledge areas. The “ad hoc” PM, who attended the presentation, was impressed, and felt that project managers should be part of every serious project for the value they bring. You’ll work in teams, and this time, you will be able to receive up to 15 points.

People and process management are crucial to upholding quality standards within a given project.

Would it surprise you to know that many projects launch without any discussion of quality parameters whatever? Isn’t one reason people value the work of Project Managers is due to the expectation that they take responsibility for quality of deliverables?

Project Quality Management Overview

Quality is defined as fitness for use and adherence to requirements. Both conditions must be met to achieve quality. Fitness for use is determined, ultimately, by the business customer. The project sponsor is responsible for determining what will satisfy the business, and commissioning the proper project to create it. However, even if a project completes on time, on budget and produces exactly what was requested (i.e., adheres to requirements), it will still be considered a failure if the business customer does not perceive value in what the project produced (i.e., fitness for use).

Adherence to requirements is the responsibility of the project manager. The act of proving whether requirements have, or have not, been met is called validation; and it is typically accomplished via observation and measurement. When requirements are correctly defined, validation can be achieved regardless of who performs the validation activities, or how many times they are repeated. Conversely, when requirements are not well defined, inconsistent test results, arguments, misaligned expectations, dissatisfied stakeholders and perceptions of failure are more likely to result. (End of White excerpt)

Sometimes. sponsors are NOT invested in the projects they authorize, or for whatever reason, shoot down what a PM may offer as valid steps to improvement. Question: What might a PM do?


Process-Quality ImprovementAnalyticsInPM (1).pptx (1707752)

5 Whys Training.pptx (962191)

root-cause-analysis-template-depiction-simple-generating-value-conducting-5-why-technical Projects.png (71890)



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