Does your Project Still have Value (revisited)

Are you working on a project that has diminished in value?  If you or others are questioning the value of one of your projects, think about these things:

What would happen in your organization if the project were cancelled?  Would some of the cancelled project's objectives find their way into an existing project... a new project? Should a portion of your current project be de-scoped because of changes beyond your control?

Does the project still link to your organizations strategic goals and/or objectives?

Does the project still have visible support from senior management?

Does the project still generate excitement?

Is your organization still going to gain all the efficiencies or be more competitive as a result of successfully completing the project?

Are you hearing a lot of negative "buzz" about the project?

Would your project have had more value if it were implemented sooner? 

Is the project over budget, late?

Is scope creep a problem?

Has the project sponsor suddenly abandoned the project?

I'm know there are lots of other questions that could be asked. We need to keep in mind that all projects eventually end. Some end when they are completed successfully, and others are terminated early for a variety of reasons. 

The important thing to keep in mind is that you must continually communicate across, up, and down the organization to find out what others are thinking about your project, and more importantly, you muse communicate what is happening with your project.

If the project manager is the only person in the organization that thinks his or her project has value, then the project manager isn't really thinking.

Basic Team Communications

Do you know the difference between objective and subjective language/information? Objective information is precise and uses specific targets or numbers/indicators to help ensure the communication is clear. Subjective language uses unclear or non-specific information with terms like “accurate”, “quick”, “big”, and “best”. We can’t agree to subjective terms because they mean different things to different people. 

We obviously want to use objective language whenever we communicate important information. Remember to use the “SMART” test when communicating with your project team (either in writing or verbally):

Specific

Measureable

Attainable

Realistic

Time constrained

Unclear project communications are the fault of the project manager, and can lead to project delays and cost overruns. When communicating with your team, be aware of their listening filters because these will affect how your message is received. Lastly, always ask questions of your team to ensure your message is being received and understood.

Quality Revisited (again)

Quality is a heavily tested knowledge area on the PMP exam and as such we should all be familiar with the subject.

According to Philip B. Crosby, Quality is “conformance to requirements”.  He goes on to state the Four Absolutes of Quality as:

The definition of quality is conformance to requirements

The system of quality is prevention

The performance standard is zero defects

The measurement of quality is the price of nonconformance

Another Quality Guru is Joseph Juran.  He states that “Quality is fitness for use”.  He also defines something called the Quality Trilogy.  

It is composed of:

Quality Improvement

Quality Planning

Quality Control

Juran also goes on to define the “Ten Steps in the Quality Improvement Process”.  They are:

Build awareness of the need and opportunity for improvement

Set goals for improvement

Organize to reach the goals

Provide training throughout the organization

Carry out the projects to solve problems

Report progress

Give recognition

Communicate results

Keep score

Maintain momentum by making annual improvement part of the regular systems and processes of the company.

Lastly, we look at what Dr. W. Edwards Deming says about Quality.  According to Dr. Deming, Quality is “continuous improvement through reduced variation”.  

His five principles are:

The central problem in lack of quality is the failure of management to understand variation

It is management’s responsibility to know whether the problems are in the system or behavior of people

Teamwork should be based upon knowledge, design, and redesign.  Constant improvement is management’s responsibility.  Most causes of low quality and productivity belong to the system

Train people until they are achieving as much as they can (within the limits of the system)

It is management’s responsibility to give detailed specifications

Do the above statements reflect the situation in your work environment?  Is your management engaged in Quality?  Are they hands-on, hands-off, or asleep at the switch? 

Quality is everyone’s job; however Quality cannot be managed with out the participation of management.  I would even be so bold to say that “poor quality equals poor management”.