Assessment Quality Control Project Training – Importance And Processes

Plan for Quality

Discuss About The Assessment Quality Control Project Training?

In projects a project manager is tasked with the responsibility of developing a project quality management plan forming part of the project management plan (Cleland, 2013). The project management takes places during the planning and implementation phases of a project life cycle. The project quality plan entails activities and processes within organization suitable in coming up with objectives, policies and responsibilities of satisfying customers (Felix, 2013). The three main quality processes cover quality plan, quality assurance and quality controls. The processes interact with other knowledgeable areas to achieve the end results. If quality is not achieved it may lead to failure in production process and products affecting the final output. The project manager and teams are responsible in planning, and delivery of quality in projects (Bourne, 2015). The modern quality management recognizes the importance of quality in project management disciplines. There are several quality management methodologies that can be applied in projects examples include: lean six sigma, six sigma, quality teams, and quality function deployment. Other several quality tools are used for planning purposes include: brain storming, field analysis and nominal groups.

Plan for quality a project manager needs to design a quality metrics during the planning phase of project life cycle that describe all processes to be performed in terms of product attribute and standards (Hedman, 2013). In addition is needed to develop a quality management plan the will implement the organization policy on quality. Both quality management plan and quality matrix need to be developed at early stages of a project. Part of the planning process will involve use of quality checklists a tool that describe a set of work performed (PMI., 2013). Table 1 shows quality checklists.

Table 1 Quality checklists

Project elements , processes and activities Save Time On Research and Writing Hire a Pro to Write You a 100% Plagiarism-Free Paper. Get My Paper	Remarks
No	Yes
Procedures were followed as per criteria
National standards was followed
Scope was achieved
Schedule was as per plan

The project manager will need to develop a process improvement plan that helps identify processes which enhances value and provide assistance in evaluating activities and functions in projects (Kendrick, 2013). Addition criteria for planning are coming up with project document updates that communicate relevant information of quality to stakeholders.

Quality assurance: It is the process of making audits on project quality requirements, control measures to ensure standards are achieved. The results from quality assurance originate from quality control process (Gido & Clements, 2014). The need to have quality assurance is useful for continuous process of improvement which reduces activities that do not add value and eliminates activities that do not add value. The tools and techniques used in quality assurance include quality audits and process analysis. Quality audits which can be done in a sequential manner can be done through inspections and verifications and report being made (Larson, 2011). Quality assurance becomes an important component in nursing that quality will be maintained and managed at all levels of the project.

Quality Assurance

Quality controls: it is the process of monitoring and making a record of outputs in order to assess performance and provide corrective measures. The project manager is tasked to perform quality control throughout the project phases. Examples of some of the tools and techniques used in quality controls include: cause and effect diagrams, Pareto chart, scatter diagram, inspection, statistical sampling, inspection and control charts.

Project execution is the most critical component of any project in ensuring that the set objectives are achieved effectively and efficiently (Bryde, Broquetas & Volm , 2013). The execution takes place during the implementation phase of the project life cycle. It is during project execution that the project plans become functional for implementation process.  The project manager is required to ensure a balance of the three project constraints of scope, budget and time during execution process. During execution the scope of the project is balanced with available resources and time available for implementing projects. Figure 1 shows the three project constraints.

Figure 1 Project constraints

The scope defines the boundaries of activities to be achieved during project execution, budget involves resources consumed by the project during project execution, and time represents the period to complete the project (Felix, 2013). Project needs to balance the three constraints in order to achieve project deliverables. The scope management plan is a suitable component that defines project boundaries.  Some of the scope elements that a project manager needs to define in its scope include: project deliverable, business case, exclusions and inclusions, assumptions, project and acceptance criteria. Time is critical component in accomplishing a project. A project manager can utilize different techniques and tools to schedule time (Burke, 2013). For example a project manager can utilize network diagrams to allocate required times to projects. The network diagram can define the critical path method or the shortest/longest time to accomplish the project activities.

There are other scheduling tools that can be used for allocating resources for projects they include work breakdown structure. The work breakdown structure is a project tool that breaks down project into smaller units and work packages that can be easily be managed and allocating resources. In addition there are several tools and techniques that can be used in execution process for example budgets. A project manager is needed to employ different budget types relevant to policy of the project.  Execution process involves using several project management plans to perform, and control project activities. Examples of the plans include: project procurement, risk management, monitoring and evaluation plan, cost management, and stakeholder/communication plans. The communication plan will provide information needs on progress, and performance of projects to different stakeholders. Risk management plan will be suitable method to manage risks originating during the execution process. The risks will be recorded in a risk register to manage risks during project execution.  The cost management plan shows resources that will be used during the execution process.

Quality Control

Project closeout is the last phase of a project life cycle. It entails making a stop to project activities, processes and functions (Kloppenborg, 2014). The project closeout can take place due to several reasons which include: through served the purpose, extinction, termination, suffocation, and transfer. The ending of the project should be done smoothly by the project manager and project teams. The project closeout involves a process in which activities, processes and functions are closed down (Gido & Clements, 2014). The project manager needs to formulate a sequence of closing down the project. In major global projects a project closeout checklist is used as one of the processes used to close out projects. Table 2 shows project closeout checklist.

Table 2 Project closeout checklists

Activities	Comment	Remarks
Closing of accounts and documents
Closing meeting was done
Resources were disposed
Employees are compensated
Project handed over the sponsor or owners

Before the project is close out they need to seek approval from the project owners or sponsors of acceptability of what has been achieved. The close out will come to the end after an evaluation has taken place. Both parties involved with the project will then agree to close the project and it is finally handed over to the rightful owners (Kloppenborg, 2014).

Projects are characterized with dynamisms of employees, and a project manager need to understand them to avoid in form of conflicts. The dynamism of culture originates from different ideas, opinions and beliefs among project team members. It is the role of the project manager to understand the cultural awareness and the different stages of it (parochial, ethnocentric, synergistic, and participatory) in order to design a suitable approach to manage them (Bourne, 2015). Some of the techniques that a project manager can use to make assessments of cultural awareness include: emotional intelligence, policy audits, and avoid making pre-assume judgments.

The project manager is required to possess or acquire suitable skills that can help the project identify qualifications required to accomplish its objectives (Heagney, 2016). The main role of a manager is to provide leadership by guiding and motivating team members to perform well. The project manager can acquire resources from project sponsors to help in training and development of project team members. Table 3 shows a summary of assessments of training skills for employees.

Table 3 Training skills assessments

Job holder…………………………..  ; Job grade…………………………

Type of skills	Descriptions	comment	Recommendations
Soft skills	Interpersonal skills of communicating and reporting
Technical/operative skills	Skills and knowledge related to work
Social skills	Skills related to team work

Project planning and execution phases in project life cycle involves a number of legal issues that a project manager need to take consideration of them to avoid wastage of resources, law suits, project stoppage and conflicts (Burke, 2013). The project manager needs to formulate a framework in which legal issues are considered. Examples of legal issues include: contract issues, licensing and compliances. Project managers utilize feasibility studies to identify legal issues affecting projects. The studies are done during the conceptualization and planning stages of the project.

References

Bourne, L. (2015). Making projects work:effective stakeholder and communication management. New Delhi: CRC press.

Bryde, Broquetas & Volm . (2013). The project benefits of building information modelling. International Journal of project management, 31(7), 971-980.

Burke, R. (2013). Project management: planning and control tecniques. New Jersey: Wiley publishers.

Cleland, D. a. (2013). Project management handbook. New York, United States: Van Nostrand Reinhold.

Felix, D. (2013). Composition of a Successful Management Team: How Much and What Kind of Experience Makes a Difference? The Journal of Private Equity,, 1(1), 33-36.

Gido & Clements. (2014). Successful project management. Chicago: Nelson Education.

Heagney, J. (2016). The project manager leader. In fundamentals of project Management. New York: Adventure works press.

Hedman, K. (2013). Project management professional exam study guide. Indianapolis: Economics.

Kendrick, T. (2013). The project management tool kit: 100 tips and techniques for getting the job done right. . AMACOM Div: American management Assn.

Kloppenborg, T. (2014). Contemporary project management. London: Nelson Education.

Larson, E. (2011). Project management: the managerial process. New York: Mc Graw Hill.

PMI. (2013). A guide to project management body of knowledge . Newtown Square: PA: PMI