Conceptof Quality& Is

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Concepts of Managing Conflicts,Quality & IS

Meenakshi Handa

SMU MB 0049 UNIT 4

9/8/2011 1MeenakshiHanda SMU


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9/8/2011Meenakshi Handa SMU MB0049 Unit 4 2

Conflict Management

Ways to manage conflictsa. Avoid the issueb. Approach the problem in such away as to obtain the solution quicklyc. Discuss and share the problemd. Resolve any misunderstanding bymeans of a discussion amongproject memberse. Work on a common solution

technique that will lead to a win win situationf. Emphasise on collaboration


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9/8/2011MeenakshiHanda SMU

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Communication Requirement and Capabilities

a. Communication frequency

Difference of frequency of communication between variousstakeholders e.g. differences exist with the sponsors higherpreference for communication at milestones or projectphase end, and project managers higher preference fordaily communication.b. Response Profiles The respondents show interest

mainly on the information available and the preference onmode of communication at various levels.c. Barriers to communication The barriers may beplenty. Suitable plan to avoid the barriers should beprepared.d. Behaviour pattern exhibited Executives oftencommunicate decision with little or no knowledge of theimplication of their decisions for the company or the peoplewho have to implement decisions. They may sometimes failto communicate effectively leading to sending out a differentmessage. Managers feel stressed or overstretched inimplementing executive decisions. They may lackenthusiasm for change and fail to collaborate or practiceteamwork with their peers. Employees are left in the darkwho feel unheard and unappreciated.


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Quality Management

uality of any product or service is defined as its conformancethe standards or the stated requirements.

otal Quality Management (TQM) represents the entities andeir prerequisites for achieving world class quality

s per Malcolm Baldrige National Quality Awardenchmark. quality may be realised by Adopting a philosophy in line with the objectives of therganisation & to continuously improve the philosophy.Achieving effectiveness in the organisational performance

nd fulfilling or exceeding the community expectations.

ix Sigma concept: to increase the profits by eliminatingariability, defects and waste that undermine customer loyalty.

he strategy of Six Sigma is to shift, shrink and stabilise.

MAIS ( define, measure, analyse, improve standardise )ethodology and philosophy.

Some Quality Benchmarks


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Project Management Information System (PMIS)

Provide the management withinformation on the system of theorganisation.

It helps in maintaining discipline in thesystem. It helps in decision making inoptimum allocation of resources.

The information system is based on adatabase of the organisation. A project management informationsystem also holds schedule, scopechanges, risk assessment and actualresults.

PMIS is an information system dealing withproject management tasks


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The four major aspects of a PMISa. Providing information to the stakeholdersb. Assisting the team members, stakeholders,managers with necessary information and summaryof the information shared to the higher level

managersc. Assisting the managers in doing what if analysesabout project staffing, proposed staffing changesand total allocation of resourcesd. Helping organisational learning by helping themembers of the organisation learn about projectmanagement

PMIS

Usually, the team members, and not the systemsadministrators of the company, develop a goodPMIS.


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Modern Trends in Project Management

The essential methods of Modern trendsin project management are meticulous planning of all the activities referring to checklist adopting quality control measures andstandards

It is important to monitor and control the project

activities throughout various stages.

Resort to effective and powerful tools to coordinatethe activities


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Project management tools

Tools are:a. Continuous Business Process Improvement It is a

process through which a project team passes on the detailsof any system as recommendation for standardisation forfutureb. Force Field Analysis The analysis is done by adoptingsuitable methods to identify external factors which mayaffect the project progress. Use of appropriate processes

minimises and eliminates the hurdles resulting in a smoothflow of activities and project progress. The external forcesmay be related to customers, technology change, or shift intrends.The responsibility of the analysis is entrusted with the

senior most member of the team rather than the leader ormanager.c. Information Risk Management The risks arising outof corruption, age, field size variation and format mismatchhave to be controlled. Scientific, analytical & automatedsystem of quality control of key input data connected withthe project help reduce risks in the project. Responsibility ofinformation risk management normally rests with the systemadministrator a team member or an external member.


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d. Management Assurance Measure It is a taskperformed by the project leader to convince managementagainst wavering. At the same time, it aims at preparingteam members to counter any unexpected storms in theproject.

e. Quality Certification Quality certification from a leadingorganisation should be obtained. Certification will enable themanagement team to realise the importance of a processand how effectively projects can be managed smoothly.

f. Strategic Inflection Point A real test for the project

leader and the management team is to accurately predict theexact point of the development process where the teammight face a massive problem. These points may be relatedto political, geophysical and rarely to time.

Project management tools

he current trends in project management, the perception isat the job of a manager is to obtain results


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Project Development Process Cycle

In order to improve project performance, the companymust assure quality and quality control at every stage ofthe project throughout the project life cycle.

Quality control phases

1. Planning for Review :main focus is on collection of dataSteps. Preparing a suitable plan for data analysis after the data has

been gathered. Obtaining necessary commitment from management andteam members to participate actively and take actions onfindings. Ensuring that every project member gives his or hercommitment to participate and deliver the service/product inthe project. Ensuring that review is planned for every stage of theproject. Preparing schedule for each project review.


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2. Conducting the Review: conducted as a planned &review leader is the project managerSteps: Preparing an agenda before the review. The agendashould be well structured in terms of time and content.

Making necessary arrangements to gather inputs for thereview. Incorporating points, which are external to the project. Documenting key points of the meeting. A reportershould be designated for this job. Formulating an automated checklist for the session.Make use of flipcharts to collect data from participants.


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3. Taking actions on findings:Steps: Determining the points which are critical to the project

and its performance. Having brain storming sessions to discuss critical points. Making a list of all such items discussed and itemssuggested. Grouping the data into categories and then prioritise,either by group discussion or voting. Identifying action items Assigning the task to a project member or a team. Setting expectations of scope, investment, time, foreach item and send a copy to the team

Following up all the actions. Placing review reports in the project documents file, inthe quality/productivity departments and in the library. Making reports available to managers of the life processfor similar projects.


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Quality control phases4. Do continuous improvementSteps:

Encouraging the quality managers to look for qualitythemes. The quality managers should highlight trendsand de-escalate chronic problems. reviews are a continuous check process in the Plan-Do-Check-Act cycle of a quality management cycle. do a retrospective analysis of the progress and

improvement. Doing periodic reviews that will trigger mid-projectcorrections. Conducting retrospective analysis after solvingunexpected obstacles Understanding any impact on the remainder of theproject. Recognising people for extra efforts and noteworthycontributions. Being open to attend reviews for other projects. Learning from similar ventures, warranty failures,customer surveys and experiences of other divisions andcompanies. Being a part of continuous organisational learningprogram that includes experimentation, evaluation anddocumentation with easy access and retrieval.


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Quality control phases5 Critical Success FactorsSteps:

Routine tasks assigned to lower level team members torelieve project team from wasting their skill set on routinematters. In project delivery, the project office can relieve projectmanagers of tasks, like filling forms and templates,getting these forms signed off, mailing, receiving and

checking items. The project office can also help the project manager inthe project scope definition, project kick-off preparationand planning tasks, through mentoring and coachingservices. project quality reviews, the project management officeadds value providing processes, tools and projectmanagement experience any quality review process can be implemented by theteam without sponsorship from the management level.

One of the critical success factors for the project qualityreview process implementation is to convince and sellthe benefits to the management team of theorganisation. The team should exhibit better control oftheir project portfolio and then demonstrate bettercontrol about business profitability.


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Results and Benefits of the Project Quality Reviews

Benefits of the project quality review

Project status is formally visible to the wholeorganisation. Creates awareness and room for improvement. We can have a clear idea about the lack ofknowledge mistakes, errors, deviations, and their

reasons. Helps the project manager to make the necessaryadjustments and take the actions needed to finishthe project on time, scope and budget.

Project manager Can build a disciplined and controlledteam.Can anticipate results and potentialproblems of the customer.

Sponsor Gets to know more project details andthen to ask the customer upper

management level for clarifications

Management It adds value to their expectations whichare a crucial for future projects


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Macro Issues

Evolving Key Success Factors (KSF) Upfront

Aspects of KSFS

The KSF should be evolved on a basic consensusdocument (BCD). KSF provides an input to effective exit strategy (EES).Means exit from any of the drilled down elemental activitieswhich are hurdles rather than contributors. Broad level of KSF should be available at the conceptualstage and should be firmed up and detailed out during theplanning stage. KSF should be available to the management - duly

approved by the project manager - before execution andcontrol stages. KSF rides above normal consideration of time and cost at the levels encompassing client expectation andmanagement perception


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Macro Issues

Empowerment Title (ET):

i) Team members are empowered to workwithin limits of allocated responsibilities. Themajor change from bureaucratic systems is an

expectation from these members to innovateand contribute to time and cost.ii) Group leaders are empowered additionallyto act independently towards clientexpectation and vested with some limitedfinancial powers.iii) Managers are empowered further to actindependently and maintain a scientificbalance among time, cost, expectation andperception, apart from being a virtual advisorto the top management.


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Macro Issues

Partnering Decision Making (PDM

PDM is a substitute to monitoring and control.

The PDM process is made scientificthrough:

i) Earned value management system(EVMS)ii) Budgeted cost of work scheduled(BCWS)iii) Budgeted cost of work performed

(BCWP)iv) Actual cost of work performed(ACWP )

Active participation of members in the decisionmaking process.


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Macro Issues

Management by Exception (MBE)

If a member wants help he or she locates asource and proposes to the manager only if suchhelp is not accessible for free.

A member should believe that a team leaderssilence is a sign of approval and should notprovoke comments through excessive seeking ofopinions. The bend limit of MBE can be evolved dependingon the sensitivity of the nature and size of theproject. Provides and facilitates better implementation ofeffectiveness of empowerment titles. Important as organisations are moving towardmulti-skilled functioning even at junior most

levels.


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Knowledge Factor (K)

K factor is an index of the extent to whichone can manage today with yesterdaysknowledge content & also the extent to whichtodays knowledge will be used tomorrow. With the opportunities for juniors to access

information from new knowledge bases,seniority is no more an automated scale forknowledge. It is important for leaders to recognise theknowledge potential of the younger members. It is equally important for younger membersnot to suppress their knowledge potential fromits application.


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Estimation Approaches and Estimation Tools

DMAIS - modern mantra of project management have five

essentials

1. Define benchmark, customer requirement,process flow map, quality function deployment,project management plan2. Measure data collection, defect metrics,sampling3. Analyse cause and effect, failure modes andeffect analysis, decision and risk analysis, rootcause analysis, reliability analysis4. Improve design of experiments, modelling ,robust design5. Standardise control charts, time series,procedural adherence, performance management,preventive activities


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New Horizons in Project Management Ninesteps

a. Believing in discontinuity and not

in continuity with incrementalimprovements:b. Owning the problems and sharingthe solutions:c. Breaking the status quo

mentality: .d. Stepping out of comfortable zone:e. Human capital bypassing financial:

f. Transforming work culture from 5 to7 dimensions:g. Real number of encountersreplacing number of years ofexperience:

h. Seeking meaning out of change:i. Detachment from the fruits ofresults:

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