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Project Manager : Project Manager Feb Mar 2014
30 Project Manager •CAREER CENTRE Quality While quality assurance and quality management can be an important industry within a project, some simple steps from the project manager can ensure that the expectations of quality outputs are built into the project. Plan Quality is more than testing. It is about identifying and agreeing all the signi cant parameters on which the project products will be judged as successfully completed to meet the required standard. Having a plan early in the project that agrees on these elements, the parameters on which success will be measured, who is responsible and who will accept the outputs will save angst later in the project. Expect high quality The PM should not accept poor quality from team members. For example, if the PM accepts poor quality documentation that is then released to stakeholders, the project will be perceived poorly. Poor quality leads to a lack of confidence, which can quickly lead down a slippery slope that will result in u nwanted inter ventions. Fit for purpose A project can strive for perfect quality outcomes but at what cost? e project manager needs to facilitate the stakeholders setting the quality required in relation to the other project parameters such as cost, time and how it relates to achieving the objectives. For ex ample, agreeing with a steering committee on the priorities and emphasis of quality against a ' rst to market' objective will help direct e orts and decision-making. Maintaining the schedule In many projects the job of maintaining the schedule can take on a life of its own. e schedule is an important tracking and forecasting tool. However, it is not the plan. If the schedule data is outdated or poorly conceived, it will not be a true re ection of the project. Similarly, constantly updating the schedule consumes resources and can distract from the main game. Focusing on three key aspects of scheduling can help. Structure A schedule that is well structured enables the PM to track through the critical path, clearly communicate milestones, allocate resources and manage interdependencies. For example, the work breakdow n structure should be translated into the schedule with the logical grouping of activities culminating in deliverables that can be rolled into tracking milestones. A simple list of tasks indicates that the PM is not across the important areas of the plan. Cycle Implement a routine cycle for the schedule to be updated. Tasks with past dates, tasks stuck at 90 per cent completion and progress not updated are signs the schedule is not under control. A regular cycle allows the status to be accurately reported. Baseline Reviewing against the baseline can be used intelligently to manage change. Ensuring a baseline is set and progress reviewed will help with communication and decision-making. Not setting a baseline allows the project to drift dangerously and makes it nearly impossible to provide con dent forecasts. is leads to a lack of con dence in the project, the PM and the team. ( 4 5 AGREEING WITH A STEERING COMMITTEE ON THE PRIORITIES AND EMPHASIS OF QUALITY AGAINST A 'FIRST TO MARKET' OBJECTIVE WILL HELP DIRECT EFFORTS AND DECISION- MAKING
Project Manager Dec Jan 2014
Project Manager Apr May 2014