Quality management. Guidelines to quality in project management

1998 ◽  
Keyword(s):  
Project Management ◽  
Quality Management ◽  
Management Guidelines

scholarly journals An Integrated Management Approach in a Higher Education Technology Support Unit

2013 ◽  
pp. 206-228
Author(s):  
Lesley G. Boyd ◽  
Jill W. Fresen
Keyword(s):  
Instructional Design ◽  
Project Management ◽  
Quality Management ◽  
Quality Management System ◽  
Integrated Management ◽  
Good Practice ◽  
Management Approach ◽  
Design Development ◽  
Support Unit ◽  
Instructional Design Process

This case study is located in the Department for Education Innovation (EI), a teaching and learning support unit at the University of Pretoria in South Africa. The initial problem was the need to apply project management and quality management principles to the services offered by the department to faculty members. The authors describe the implementation of a formal, online, process-based Quality Management System (QMS) designed to self evaluate, document, and improve the Instructional Design (ID) process that guides the development of educational technology solutions in EI. The project was completed in 2005 and was included in a CEN (European Committee for Standardization) Good Practice Guide for outstanding implementations of quality approaches in e-learning. The QMS provides a mechanism to support a consistent project management approach, and the case illustrates successful integration between three cycles: Project Management (PM), Quality Management (QM), and the ADDIE (Analysis, Design, Development, Implementation, and Evaluation) instructional design process.

W. Edwards Deming as a Guide for Reducing Risk in Project Management

2018 ◽  
pp. 174-185
Author(s):  
Dennis Bialaszewski
Keyword(s):  
Project Management ◽  
Quality Management ◽  
Total Quality Management ◽  
Prime Minister ◽  
Economic Recovery ◽  
Total Quality ◽  
World War ◽  
World War 2 ◽  
Risk Of Failure

There is a major difference between completing a project and completing a project that is judged as a project completed in a quality manner, it is not enough to just get something done!!! What is much more important is to complete a project what is judged as to be a work of quality. If one aims at quality at the onset one can maximize the probability of completing the project while reducing the risk of failure. One of the earliest pioneers in the field of QUALITY is W. Edwards Deming. Some consider Japan's post World War 2 economic recovery as truly miraculous and the person given much of the credit for guiding Japan to this recovery was an American named W. Edwards Deming. Deming did this by reinforcing the importance of applying principles of Total Quality Management through the recovery, The Prime Minister of Japan awarded Dr. Deming with one of the most prestigious awards that can be earned in Japan when he awarded Deming Japan's Order of the Sacred Treasure, Second Class. This article will detail the importance of these principles for reducing risk.

The Novel Approach

2017 ◽  
pp. 1-12
Keyword(s):  
Risk Management ◽  
Project Management ◽  
Quality Management ◽  
Portfolio Management ◽  
Six Sigma ◽  
The Novel ◽  
Mathematical Concepts ◽  
Process Flow ◽  
Novel Approach ◽  
Generic Algorithms

This chapter presents the novel Six Sigma DMAIC generic approach to Risk Management. The method is introduced first. In The Generic Approach and Algorithms section, generic mathematical concepts are elaborated. Also, four generic classes of applications of the proposed method are identified including: 1) Portfolio Management; 2) Quality Management; 3) Project Management; and 4) Income Management. Furthermore, four generic algorithms are elaborated for the respective four classes of application of the method. The generic algorithms include description and process flow of the applications. Finally, the modelling tools used in the book's elaborations are detailed, as well as references for how to use these tools and run Simulation and Stochastic Optimisation step-by-step.

scholarly journals Project Management Performance Assessment in the Non-Profit Sector

2019 ◽  
Vol 5 ◽  
Author(s):  
John Lannon
Keyword(s):  
Project Management ◽  
Quality Management ◽  
Performance Assessment ◽  
Performance Management ◽  
Management Practices ◽  
Assessment Model ◽  
Management Systems ◽  
Management Performance ◽  
Non Profit ◽  
For Profit

As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can help to demonstrate to stakeholders that an organisation is taking steps to improve its performance. However the adoption of processes drawn from the for-profit sector does not always yield the desired results. In particular existing performance management systems and quality management systems are unsuitable for the implementation, measurement, and improvement of project management practices in the sector. A new model is therefore proposed for non-profit project management performance assessment. This is based on a conceptual analysis of the European Foundation for Quality Management (EFQM) business excellence model, a project management performance assessment model used primarily in for-profit environments, and an assessment of criteria particular to non-profit organisations. The model is multi-dimensional, flexible, and accounts for multiple stakeholder views. After using it, non-profit organisations can reflect on their performance, create an improvement plan, and use the model again to test their progress.

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