Discuss the following statement: The PMBOK chapter on quality is operations oriented and, therefore, mostly irrelevant to Project Management.
Operations concepts typically apply to routine manufacturing and, therefore, do not apply to unique projects. For example, if one applied “The rule of seven” to CPI or SPI, then all points would be on the same side of the line and the process would be, by definition, “out of control.”
There are two important, but separate distinctions in the statement provided. The first revolves around the word “operations” and the second revolves around the word “quality.” First, only two aspects of work exist in an organization: projects and on-going operations. A project is defined as a temporary endeavor undertaken to create a unique product or service (Warburton & Kanabar, 2013). Every project delivers something, a product or service, at the end of the project. But during the project execution, project deliverables are outlined and certain quality standards (i.e. client requirement and industry standards) must be maintained. As a result, there needs to be quality assurance functions, which run from start to the end of the project . Rose (2005) maintains, “The key to project quality lies in making a more effective, meaningful transfer of proven quality methods to a general project management domain” (p. 4).
Operations are on-going, repetitive activities. Therefore, project management is not operations, but can and should drive and enhance operations and both need to maintain high quality standards. Kellow, O’Keefe, and Swanbery (2005) reviewed best practices for transitioning project to operations and found, “organizations with poor communications between the Project Group and the Operating Group may suffer the consequences of receiving little or no information at all” (p. 61). Kellow, O’Keefe, and Swanbery (2005) argue that project management practices and methodologies can enhance operations because information needed for operations is collected during the project management life cycle. Kellow, O’Keefe, and Swanbery (2005) found:
In following common accepted project management practices, you are already collecting a majority of the information you will ever need for operational purposes. What you may not have been doing is utilizing a disciplined approach and capitalizing on new technologies to transform reams of project documentation into usable operational information worth its weight in gold.
Classmates: How can project managers improve project quality to enhance operations?
Kellow, W., O’Keefe, J., Jr, & Swanberg, G. (2005). Disciplined transition from projects to operations. AACE International Transactions, , PM61-PM69,PM610. Retrieved fromhttp://search.proquest.com/docview/208176888?accountid=9676
Rose, K. H. (2005). Project Quality Management : Why, What and How. Boca Raton, FL, USA: J. Ross Publishing, Incorporated. Retrieved from http://www.ebrary.com
Warburton, R. D. H. & Kanabar, V. (2013). The Art and Science of Project Management (2nd ed.). Newport, RI: RW-Press.
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