In this article, I will share how to improve project quality. And when we improve quality, we reduce rework and adverse impacts to our project schedules and budgets. Additionally, we actually meet the needs of our customers and end users.

Project Quality Mistakes and Solutions

Project managers focus on the scope, the schedule, and the cost. However, many fail to give equal consideration to quality. Allow me to share some common mistakes. Furthermore, I will share practical steps to solve these issues. 

Project stakeholders are individuals, groups, and organizations that may affect or be affected by your projects. It's critical to understand how people inside and outside your organization may impact your projects. In this post, we will explore why stakeholder analysis is important. Furthermore, I'll provide you with two tools for quick assessments.

Why Analyze Project Stakeholders

Do you have a stakeholder engagement plan? Have you stopped to think about the diverse needs of your stakeholders? Which stakeholders have the most power and influence? When and how will you engage these people?

What is a Stakeholder Engagement Plan?

The stakeholder engagement plan is "a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution (PMBOK® Guide – Sixth Edition, Page 723)."

Stakeholder engagement includes ways to attract and involve individuals, groups, and organizations who may be affected by a project or may affect the project.

Are You Actually Influencing Your Project Stakeholders?

I recently spoke with a project manager who works in a Project Management Office (PMO). Susan told me how people resist project management in her organization, a story that I've heard countless times.

When I asked, "What are you doing to get support and buy-in?" With a puzzled look, Susan said, "It's always been that way and I doubt it will ever change."

Whether you are leading a PMO, a program, or a challenging project, you may have resigned yourself and feel there's nothing you can do. I encourage you to develop a stakeholder engagement plan.

Identify and assess your stakeholders. Work with others to develop a plan to engage and influence the key stakeholders. And as Winston Churchill said, "Never, never, never give up."

How is it that some coaches, leaders, and yes even project managers can take a rag-tag group and shape them into a high-performing team? How do these individuals secure the physical resources? It’s not an accident. It starts with a resource management plan.

What is a Resource Management Plan?

The resource management plan is "the component of the project management plan that provides guidance on how project resources should be categorized, allocated, managed, and released. It may be divided between the team management plan and physical resource management plan" (PMBOK® Guide—6th Edition, Page 318). 

Human Resource Management Plan

So, what does one include in a human resource management plan? And how do I deal with preassigned resources?

In this article, I will share three primary issues in scope management–not including all the work, gold plating, and poor alignment with objectives and goals. And, we'll look at solutions for each. First, let's examine what scope management includes.

Let's break this statement down and examine each element and the potential issues.

If you wish to be a successful project manager, you must manage scope risks. In this article, let's define scope risks, look at some examples, and explore eight ways to identify scope risks.

What is Scope Risk?

Risk is "an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives" (PMBOK® Guide—6th Edition, Page 720). Scope risks are uncertain events or conditions that are related to the project scope.

What do we mean when we say something is out of scope? It should not be included in the project. Things have a way of sneaking in, don't they? 

Keep in mind, product scope includes the features and functions of the products, services, and results. And project scope is the work required to create the deliverables.

Entering projects with little consideration of quality can be costly in numerous ways. Let's look at the cost of having no quality management plan. Then, we will explore how to develop a practical quality management plan.

The Cost of Poor Quality

So, in what ways is poor quality costly?

First, we may not meet the customer's needs and expectations.

Second, the cost of corrective action and defect repair may be higher than expected.

Third, the cost of quality after the project may be higher and may decrease customer confidence.

Fourth, project communication may be more challenging since people expect different things.

Fifth, your team's morale may suffer. Nobody likes missing deadlines due to rework. This is often a result of  poor quality requirements.

The Quality Management Plan

What is Quality?

Let's first define quality. For project management, quality is "the degree to which a set of inherent characteristics fulfills requirements" (PMBOK Guide, Page 718). Project managers and teams focus on meeting the customer's needs.

What is a Quality Management Plan?

The quality management plan "is a component of the project management plan that describes how applicable policies, procedures, and guidelines will be implemented to achieve the quality objectives. It describes the activities and resources necessary for the project management team to achieve the quality objectives set for the project" (PMBOK® Guide—6th Edition, Page 286). 

Management develops, publishes, and communicates quality policies. Why? To support the achievement of the organization's objectives and values.

For example, Nestle has a Quality Policy which includes: "Strive for zero defects and no waste by constantly looking for opportunities to apply our continuous improvement approach to deliver competitive advantage."

What if your organization has no formal quality policy?

Nevertheless, wise project managers define the quality requirements. The quality management plan may be a simple one-page plan for small projects and a more robust plan for larger projects. Furthermore, project managers work with their sponsor, team, and key stakeholders to determine what's needed.

Who Should Develop the Quality Management Plan?

This is determined by the type of project that is being undertaken. A nuclear power plant team will be decidedly different from those helping with the development of an accounts receivable software package. For instance, here are some candidates:

• Project manager
• Selected team members
• Selected stakeholders from quality assurance, legal, and the operations (to name a few)
• Customer representatives (if the project is being undertaken to create a product or service for a customer)

What Should Be Included?

The Quality Management Plan should be fitting to each project. Only include the elements that are necessary and nothing more. The plan may include but not be limited to:

• Your approach to quality management
• The deliverables (i.e., the unique and verifiable products, services, or results) and processes that will be reviewed
• How the quality requirements will be defined for the deliverables and the processes
• Roles and responsibilities
• When and how you will manage quality (i.e., make sure the standards and processes are present)
• When and how you will control quality (i.e., how the team will evaluate the deliverables)
• How defects will be prevented and corrected
• Definitions

It's a good idea to look at prior lessons learned. Additionally, engage your stakeholders in the process to get their input and buy-in.

A Real World Quality Management Plan 

Susie, a project manager, was asked to manage a software development project. She invited her sponsor, the Quality Assurance manager, the lead developer, and business analyst to a meeting. The purpose was to develop the quality management plan.

Susie asked the business analyst to share his recommended approach for developing and managing the requirements. Next, she asked the lead developer about the designs, unit testing, function testing, and integration testing.

Susie invited the QA manager to help determine the testing plans including the individuals who would perform the tests, the order of the tests, the test environments, and the tracking of defects.

Lastly, Susie described a traceability matrix to trace the requirements through each phase of the project. All of this information was captured in a simple quality management plan.

In your next project, think about your approach to quality management. What are one or two steps that you will take to further improve quality?

Project management is "the application of knowledge, skills, tools, and techniques to project activities to meet the project objectives" (PMBOK^®—6th Edition). So, how does project risk management fit in the world of project management?

Hand in Glove Relationship

Project risk management fits in project management like a hand in glove. Project managers can use it to achieve their project objectives and goals. How?

Good risk management always starts with clear project objectives and goals. That is to say, project managers who manage risks without project objectives as the basis are simply playing games. There is an appearance of risk management but these individuals are simply going through the motions.

Just because you've been a project manager since the days of "Gilligan's Island" is no guarantee that you are an effective project manager.

As a matter of fact, you may be still trying to get off your island. Even the Skipper and the Professor can't seem to help...encouraging...huh?

So, how can we produce intended or desired results in our projects? Here are 10 tips. Forming habits requires time and effort, but let's decide first which of these would be most helpful.

How often have you elicited items such as problems, solutions, or implementation ideas from meeting participants? This sounds simple, but often, participants disagree. The meeting can turn into quicksand. Let's look at the Nominal Group Technique (NGT), a powerful technique for reaching consensus.

Imagine that you are planning to facilitate a session to identify the strengths of your organization. What technique would you use to capture their ideas? How would you prioritize the list?

What is the Nominal Group Technique?

The nominal group technique is a structured method for group brainstorming that allows every participant to have an equal voice.  It is a particularly effective tool for larger groups.  The technique saves time, engages participants, and improves the probability of agreement.