The Purpose Of Project Quality Management Is To Ensure The B

The Purpose Of Project Quality Management Is To Ensure The Book 101 in Our Book It States That The Purpose Of Project Quality The Book 101 in our book, it states that the purpose of project quality management is to ensure that the project will satisfy the needs for which it was undertaken. (Schwalbe, 2014). This means that at the bare minimum you need to at least meet the needs of the stakeholders. Especially the customer. To do that you must know exactly what the customer wants/expects. Project quality management can help with that and involves three main processes: planning, performing quality assurance, and controlling quality.

One helpful technique that can be used for quality control is the cause and effect diagrams, which help you find the root cause of a problem. I worked for a CMSgt once that was a very good leader. One thing he was very good at was keeping everybody involved and on point. I remember one project we were involved in where we were moving our entire squadron into a brand new building. He kept us all informed every step of the way and let us know exactly what was required/expected of us.

He was very easy to work with and he had a great attitude. One of the major constant ethical dilemmas that a project manager might have to deal with are instances where they might be tempted to cut corners. This might come up due to a tight deadline or they might be really close to going over budget. The book 102 Cause and Effect diagrams are instrumental for ensuring a quality product. The discovery and isolation of a complaint is one thing, but the end goal of any group should be the eventual solving of said problem.

Five “Whys” make up the core of this analysis method. By repeated questions, the technique hopes to lay out the possible causes for the original problem and then eventually cut through to the real reason. This technique is useful when there is a specific complaint about quality. By asking the right questions and by cutting deeply into the problem you can find an effective solution to the quality problem. The book makes the example that if people can’t log into the system, it could be that they can’t remember their password, or it could be that the system does not have enough memory.

You will only find out if you ask enough questions, finding the right answer can mean a much cheaper solution sometimes. I do not work in IT and I do not plan to, so I am drawn to examples from outside of IT. I however think that good leadership and quality control transcend what industry you are in. My team leader in the field was a much older man and had many more years of experience than I. If something was wrong, a valve wouldn't open or for instance or fluid was not flowing to a designated tank, then he would ask the “whys” until we arrived at the right answer together.

He did this for my sake to train me and I think that is a good quality of a PM. It is sad that often we throw up our hands and claim ignorance before we even begin to get to the heart of the matter. A simple example would be the dilemma of a product to be shipped with known defects, although not enough that profits would be compromised. It is a decision, in my mind, between the company's reputation and the bottom line. I think people would handle this issue differently.

I am sure it is handled both ways in today's business. The book 103 One of the quality management tools that a project manager has at their disposal is scatter diagram. A scatter diagram takes data points for two or more variables and plots them out to see if there is a pattern or a random scattering. Having a pattern will help project managers understand keys areas that need to improve, or that are working correctly. If the scattering is completely random they will not be able to isolate a specific thing that is causing the issue.

(Schwalbe, 2014) An example of an individual that is a great leader would be Kevin Plank, CEO of Under Armour.

He has taken a company from an idea, and along with his excellent “company culture [that] enforces a team-focused mindset that breaks into huddles for meetings, instead of having the typical round table discussion”, and was able to mount a serious assault on the strangle hold that Nike held on the athletics sportswear market. (Unruh, 2015) “Plank protects the integrity of his company by showing inspirational leadership skills and a passion for his work” (Unruh, 2015). Ethics will always find there place in projects.

The issue is making sure that they are handled properly and that decisions are made as ethically as possible. Unfortunately when there are deadlines and budgets, there is always an issue of interpretation of ethics.

For example a project manager could be hard pressed for time because of setbacks and situations out of his control. There may be pressure to just submit an inferior product, verses ask for more time or money to make it right. As program managers it is our responsibility to make to the right thing and be as ethical as possible. But, sometimes the right things isn’t the popular thing.

Paper For Above instruction Project quality management is a crucial aspect of project management that ensures the delivery of products and services that meet stakeholder and customer expectations. As described in Schwalbe (2014), the primary purpose of project quality management is to guarantee that the project satisfies its intended needs, emphasizing the importance of understanding stakeholder expectations. This process involves three core

activities: planning quality, performing quality assurance, and controlling quality. Effective implementation of these processes enhances the likelihood of project success by addressing quality issues proactively and systematically.

One of the essential techniques used in quality control is the cause-and-effect diagram, often called the fishbone diagram. This tool aids in identifying root causes of problems by systematically analyzing potential contributing factors. For example, during a project to relocate an entire squadron into a new building, clear communication from a competent leader—such as a CMSgt—facilitates team involvement and project clarity. Such leadership qualities foster an environment where issues can be addressed openly, leading to better quality outcomes.

Ethical dilemmas are common in project management, particularly those that tempt managers to cut corners due to tight deadlines or budget constraints. Schwalbe highlights the Significance of the "Five Whys" technique in root cause analysis, which involves repeatedly asking why to drill down to the core problem. This method encourages transparency and thorough investigation, which is vital for ethical decision-making and quality assurance. For instance, when users cannot log into a system, asking “Why” repeatedly can reveal whether the issue is due to forgotten passwords or insufficient system resources, impacting how the problem is ultimately resolved.

Quality tools such as scatter diagrams further illustrate relationships between variables, helping managers identify patterns or randomness that indicate underlying issues or successful processes. Kevin Plank, CEO of Under Armour, exemplifies leadership that emphasizes organizational culture and ethical decision-making. His approach to fostering a team-focused environment and maintaining integrity underpins his company's competitive success against giants like Nike, demonstrating that leadership grounded in ethical principles significantly impacts project and organizational quality.

Ethics are intrinsic to project management and must be prioritized to build trust and credibility. When faced with pressing deadlines or budget constraints, project managers face ethical choices—whether to deliver a substandard product or seek additional resources to ensure quality. Making ethical decisions, even when they are unpopular or difficult, is fundamental to maintaining integrity and long-term success in projects. Ultimately, effective project quality management combines technical tools, leadership qualities, and ethical principles to ensure the successful delivery of value-adding outcomes for stakeholders and organizations alike.

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Unruh, G. (2015). “Kevin Plank: Building a Company Culture”. _Harvard Business Review_, 93(3), 34-41.

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Juran, J. M., & Godfrey, A. B. (1999). _Juran's Quality Handbook_. McGraw-Hill.

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Guidelines for Performing Root Cause Analysis (RCA). (2010). _Journal of Quality Assurance_, 17(2), 123–130.

Astebro, T., & Bernhardt, I. (2014). “Leadership Effectiveness and Ethical Decision-Making”. _Leadership Quarterly_, 25(6), 1143-1155.

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