Ebook Project management for information systems (Fifth edition): Part 2

Ebook Project management for information systems (Fifth edition): Part 2 includes contents: Chapter 14 managing quality, chapter 15 managing risk, chapter 16 value engineering and value management, chapter 17 selling the project, chapter 18 managing stakeholders, chapter 19 managing suppliers, chapter 20 managing change, chapter 21 leadership and performance, chapter 22 managing the team, chapter 23 the project manager, chapter 24 developing... Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.

PROM_C14.qxd 9/15/07 4:43 PM Page 235 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 Delivering Success wf hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr 0k 8m xl td rf n5 o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m PART THREE yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 236 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr 0k 8m xl td rf n5 o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 236 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 237 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de 14 zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm Managing quality o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 Learning outcomes ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 When you have finished reading this chapter, you will be able to: hm 5w h clr 0k 8m xl td rf n5 o7 ưf nl bm 3c 1x n Define what ‘quality’ means in a project management context ug de 05 xq is5 u 2g m 1x n9 d3 2f n Describe the five stages of the Software Maturity Model n4 fx vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq n Prepare a quality plan for a project gr rư sw qb hu vư jb lw bh 90 n Distinguish between the contributions of testing and inspections to software qa 8s ol s7 n 7jl o7 p8 t9 7a tb 1t quality c2 t5 3r vs th t oh m pz 9c dj b0 x4 m l2 n Show how testing and inspection fit into the software development lifecycle xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 14.1 Introduction 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 li ht vd lư Wherever you look nowadays, companies and their products use the term ‘quality’ as a differentiator, real or perceived, from their competition Advertising and other publicity material, even company names, include the word ‘quality’ for additional impact Why is this necessary? There are three main reasons The first is that the word carries with it implications of excellence, value for money, superiority over the competition The second is that the buying public, both private and commercial, recognizes the fact that products and services have often fallen short of – however we define it – an acceptable level of performance The third reason is that the Japanese have demonstrated that, by concentrating on quality, you can become world beaters from a standing start over a relatively short period of time The information technology industry is relatively new and rapidly changing Issues of quality are different in a software development project from those on an automobile production line Customer expectations, however, are much the same and it is for this reason that the national and international quality management system standards, ISO 9000, have been adopted equally for the IT industry as for all others In this chapter we discuss some of the issues around quality in IT projects 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih 237 w3 70 5i c1 xn v2 j8 u2 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 238 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud Part Three Delivering Success 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 14.2 Quality concepts 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq First of all, what is quality? It is a word that has many definitions ‘I own a quality car’; ‘I am pleased with the quality of my car’; ‘My car has some interesting qualities’ – all of these have different undertones with regard to the word ‘quality’ It is essential therefore to ensure that everyone involved in a working ‘quality’ environment has the same understanding of the term Among the commonly used definitions of quality are the following: el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 n ‘The degree of excellence of a thing’ (Oxford English Reference Dictionary, 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr 0k 8m xl td rf n5 o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx 1996) This definition is fine as a general statement of intent but, when a product or service is being developed, it suffers from not being really testable; in other words, customer and supplier may well fall out over whether the product or service is truly ‘excellent’ or not n ‘Conformance to requirement’ This means that the product or service does exactly what the customer has specified for it and is the one usually adopted for work carried out under contract It has been said that this is a supplier’s definition, as it gets the supplier off the hook if the customer has failed to state something that should be obvious in the specification For example, the specification for a hammer might state that it should have a metal head and a wooden handle and the supplier could then deliver one which has a soft lead head and a balsa wood handle – which would obviously be of no use for driving in nails but which would meet the literal demands of the specification n ‘Fitness for purpose’ This is better from the customer’s point of view as, in the hammer example, it should be obvious to the supplier what the hammer will be used for; and the lead/balsa model would clearly not be fit for purpose The problem here, though, is that what is obvious to the customer (and therefore perhaps not stated in the specification) may not be so obvious to the supplier and the fitness for purpose definition offers plentiful scope for misunderstandings and argument vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o ck 7h The international standard ISO 8402:1991 offers the following definition of quality: ‘The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs’ This seems to roll the ‘conformance to requirement’ and ‘fitness for purpose’ definitions into one neat phrase and the use of the words ‘implied needs’ would cover our hammer example But, the definition is potentially dangerous for suppliers since all of the ‘implied’ needs might not be self-evident As an example of this, one project that we encountered a few years ago called for the use of small handheld terminals The customer asked if the design chosen could survive being dropped into buckets of water or microwaved, because they expected their staff to both these things to sabotage the project It is doubtful if, had the customers not asked this question, the supplier would have spotted the ‘implied’ need for the terminals to survive these rather unusual uses So, in practice, it is the ‘conformance to requirements’ definition that is usually used and this explains why it is so vital to get a detailed specification 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 238 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 239 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud Chapter 14 Managing quality 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr 0k 8m xl td rf n5 o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq of requirements before work starts However, bear in mind that the customer could reasonably accuse the supplier of professional incompetence if the latter fails to spot an obvious ‘implied’ need – such as, for example, for a report to be printed in a typeface large enough to be read by someone with normal eyesight Many organizations, both in product and in services businesses, have evolved and nurture a reputation for quality In many cases, this is confused with ultimate excellence such as with a Rolls-Royce car In our terms, where quality means conformance to requirements, a Rolls-Royce is a quality car only for the person who has considerable funds, requires the capability to carry more than four passengers, has a large garage and so on We can assume that someone who is prepared to consider buying a Rolls-Royce will so largely on its reputation alone, but most car manufacturers (including Rolls-Royce) now go to considerable lengths to find out what their customers want before their engineers set to work on their designs Similarly, successful supermarkets such as Tesco cultivate relationships with both their customers and their suppliers, so that the latter can understand the important quality issues surrounding the products they provide Furthermore, many organizations include the word ‘quality’ in their mission statements, their publicity material and their recruitment advertisements In other words, they address the three key dimensions of any business: customers, shareholders and staff A generic mission statement might say: gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w Our mission is to deliver competitive advantage to our customers through the use of our high-quality products and services, a challenging and rewarding career to our staff, and a fair return for our shareholders 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 pa km icd xq x y1 Because the definition of quality is so imprecise and all-pervasive, techniques have emerged to formalise aspects of ‘quality’ They are usually promoted by a highly persuasive champion, or ‘guru’ Most of the quality gurus of the past fifty years have been concerned with the formalisation and improvement of the process: 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk n W Edwards Deming was trained as a statistician and based his ideas on ew kx dx oc d xjs qư nn sm ưx jo uw statistical process control to separate ‘special causes’ of production variability from ‘common causes’ He used this technique to promote a systematic and rigorous approach to quality improvement n Joseph Juran claimed that management is responsible for 85 per cent of failures within organizations He emphasized that quality control should be an integral part of management control and that management should adopt a structured approach to company-wide quality planning n Philip Crosby promoted the ‘four absolutes’ of quality management: Quality is defined as ‘conformance to customer requirements’ The system for implementing quality is prevention not inspection The performance standard must be zero defects The measurement of quality is the price of non-conformance 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih 239 w3 70 5i c1 xn v2 j8 u2 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 lu 64 tk c ap iu m 2x wk yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 240 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud Part Three Delivering Success 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m n Michael Fagan developed inspection as the primary defect prevention tool a9 q3 3y vr v0 5c dw k4 pq zlt fq ew It involves a formal critique of one document against another that looks for and records inconsistencies, initiates rework as necessary, is led by an independent chairperson and makes use of checklists based on historical data dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba The proliferation of techniques, initiatives and pilgrimages is gradually leading to a realization that a holistic approach is the most likely solution to all the quality-related problems of an organization Thus total quality management (TQM) has begun to emerge as the most generally acceptable way forward 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 14.3 Total quality management 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr 0k 8m xl td rf n5 o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx Although a well-controlled process is important in the delivery of a ‘quality’ product, it is not a guarantee of success When we look at the example of Japanese industry, we see a culture in place which is far removed from the type of discipline engendered by the adherence to an international standard This ‘culture’ has been established from early school days and is therefore ingrained into the attitudes and behaviour of the entire workforce The visible effects of this are: vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq zd n1 n The removal of hierarchical differentiators in the workplace – for example, b8 7x ax 0o 5z t8 fa xe 2o cc gm m i6 w9 the managing director of a manufacturing company wearing the same clothing as the person on the shop floor, or the provision of a single canteen for management and staff alike n The commitment of all staff to the organization’s mission – many companies are now publishing and issuing corporate vision and mission statements to their staff, often on small cards, so that they will be carried about, referred to and shown to customers n The application of appropriate resources – quality circles or quality improvement teams are being introduced to encourage staff to become involved in the identification and solution of problems at the point of issue n The continual striving for improvement – suggestion schemes and their associated rewards are becoming the norm rather than the exception 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk All of these are parameters in what may be called a ‘total quality’ approach Gradually, industries in the USA and in Europe are evolving methods of describing their aspirations in terms of business excellence and, equally importantly, of measuring their progress towards that excellence In the USA, the Baldrige award was introduced to measure that progress and to motivate management and their companies to improve the overall quality of their organizations in a demonstrable way More recently, in Europe, the European Foundation for Quality Management (EFQM), formed by an informal consortium of major organizations, developed a model, similar in concept to Baldrige, which would provide a means for quantitative evaluation of the key criteria for a total quality business The model, illustrated in Figure 14.1, shows the interrelationship between people, processes and results In other words, the processes are the means by ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 240 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 241 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud Chapter 14 Managing quality 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr Figure 14.1 The business excellence model of EFQM 0k 8m xl td rf n5 o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq which an organization harnesses and releases the talents of its people to produce results In essence, this tells us that Customer Satisfaction, People (employee) Satisfaction and Impact on Society are achieved through Leadership driving Policy and Strategy, People Management, Resources and Processes, leading ultimately to excellence in Business Results The nine elements shown in the model correspond to the criteria which are used to assess an organization’s progress towards excellence For the purposes of quantitative assessment against the model, a relative value is ascribed to each of the criteria Enablers and Results each total 50 per cent Within those totals, individual percentages, as shown in the diagram, reflect the relative importance attributed to each criterion The Enabler criteria are concerned with how the organization approaches each of the criterion parts Information is required on the excellence of the approach used and the extent of the deployment of the approach: vertically through all levels of the organization and horizontally to all areas and activities The Results criteria are concerned with what the organization has achieved and is achieving The organization being assessed should present numerical data including perception or direct feedback and predictor or relevant performance measures Graphs showing trends over a period of years should also be presented As an example, let us take a look at a ‘typical’ company, Quality Services plc This company has always been proud of its staff recruitment, appraisal and training scheme, which it applies to all of its junior technical staff The company has a five-year rolling business strategy, which it uses to determine both the numbers and the skills profiles of the staff it needs to recruit It operates a regular appraisal process, which determines the training needs and promotion potential for each member of staff Under the heading People Management, Quality Services plc might score well for its approach to human resource planning and improvement, although gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih 241 w3 70 5i c1 xn v2 j8 u2 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 lu 64 tk c ap iu m 2x wk yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 242 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud Part Three Delivering Success 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr 0k 8m xl td rf n5 o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx not so well for the deployment, since senior technical staff and administrative staff are not part of the scheme Under both this criterion and also the result criterion People Satisfaction, the company might be marked down for not positively canvassing the views of its staff as to the effectiveness, from their point of view, of the scheme; for not establishing a quantitative measure of their satisfaction or of the evolution of that measure over time; and for not implementing the results of the feedback in order to improve the process Thus, out of the 18 per cent of the total quality measure assigned to the People criteria, Quality Services plc might achieve only per cent The comprehensive nature of the model, however, should enable Quality Services plc to address the areas in which it could make improvements, rather than feeling bad about a notional score The British Quality Foundation (BQF) has adopted this model as the basis for the UK Business Excellence Awards, whose first winners in 1994 were Rover Group and TNT Express In 2003, the diverse group of winners were TNT Post Group Information Services, Eaton Aerospace Lakeside and AMS Operations Hillend Another approach to TQM is represented by the Capability Maturity Model for Software (CMM) This was developed by the Software Engineering Institute of Carnegie Mellon University and shows five stages that an organization must pass through before its software development process is considered truly mature The model is illustrated in Figure 14.2 By its nature, TQM applies to the entirety of an organization and, where that larger unit operates a TQM policy, then it is natural that IS projects should also subscribe to the same approach TQM, however, implies a significant, long-term commitment to a specific culture If that is not in place within an organization then it is most unlikely, if not impossible, for a single project manager to implement it within the constraints of a project Nevertheless, vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y wv y cq iem da eu c9 ux xo ur en vo jb lu 7g xs 9v xz 1p s3 ư3 kq ja s3 2x e6 c4 d8 cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z k9 zp 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk Figure 14.2 The five levels of software process maturity w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 242 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 243 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud Chapter 14 Managing quality 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m all the techniques discussed later in this chapter that form part of a TQM approach, and many of the ideas encapsulated within the model, are worth considering for implementation in individual projects For example: a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o n Is it clear who is the customer, internal or external, and exactly what that yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy customer expects of the project in terms of timescale, cost, function, benefits? n Are there agreed ways of carrying out the project and its subtasks and is everyone on the lookout for ways of improving those methods? n Will the appropriate resources be available to carry out the project: – Are appropriate budgets available? – Do we have the technical skills? – Do we have the necessary effort? – Is there an adequate information flow? – Is there an appropriate technological infrastructure? n Are staff suitably motivated for the project to succeed? 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr 0k 8m xl td rf n5 o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce nk xn ar 33 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s 14.4 Quality management and the quality plan ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb nq 3s 14.4.1 Quality management systems n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc i6 w9 gm m 5y v4 g6 h6 The international standards for a quality management system (QMS), ISO 9000, are generic in nature and represent maximum agreement across all sectors of industry As a result, the standards represent minimum, not maximum, best practice within any one sector TickIT is an initiative, promoted by the UK Department of Trade and Industry, to establish the relevance of these standards to the production of software Its objectives are: 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư s8 cn xu fp s0 vy i36 la kw cg iq u sk m ư4 c3 xq x y1 pa km icd 5y y cq iem wv n To harmonize QMS standards, through the common route of ISO 9000 da eu c9 ux xo ur en vo jb lu xs 7g n To improve market confidence in third-party certification of QMSs 9v xz 1p s3 ư3 kq ja s3 2x e6 d8 c4 n To provide authoritative guidance material to help QMS implementers cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk n To improve professional practice among software QMS auditors px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z zp k9 In addition, it has the objective of stimulating software developers to think about what quality really is and how it may be achieved A quality system brings together all the functions, objectives and activities that contribute to the consistent quality of a product or service Writing down these policies and procedures demonstrates how each aspect of the quality system interacts to ensure the system’s success in improving the efficiency, performance and cost-effectiveness of the entire operation The term ‘quality management system’ may be used, rather than the more limiting one of ‘quality system’, to reflect the additional management responsibilities For example, where procedures from the conventional management system can affect quality, such as the recruitment programme, then they need to be part of the QMS The QMS is a snapshot of an organization at an instant in time and is founded upon a statement of the organization’s objectives and policy for quality These should correspond to the type and scope of product or service being 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih 243 w3 70 5i c1 xn v2 j8 u2 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 lu 64 tk c ap iu m 2x wk yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16 PROM_C14.qxd 9/15/07 4:43 PM Page 244 p6 0u 9c yn f4 wm ư9 6i fb j uz 0jy qk xk t4 vo b8 9z i ep fjư 0x w7 aic ak ud Part Three Delivering Success 9u 4t vw 69 z0 wg 7h 2y vs db 58 u1 n0 6b ve u6 16 4c dx ax pf ưq m a9 q3 3y vr v0 5c dw k4 pq zlt fq ew dm wc de zz b2 ưw i16 el v7 sr at hc zp lu da 9j 4g 5v vq el1 m nk ew az ql 6t s6 1o yr n m 74 ys ư0 1g 1g h7 76 dh ba 1y gy 5l nt iq 59 bo kư vo 02 x0 im y dz e rrư lxm o9 lm f5 vm tq 3o h7 6r hy clr xr tb v2 o9 xf xm ug p1 c3 dm 5q 9p j0j hn k xe ey oy ka pe z ez l0m 5d gj 8a l9 qư cn so jyo ie e wt qz o0 2h f6 cz 0a tg da wf 9r vm pt eh 19 qo xy 64 qư aa tg x9 37 3r y5 ưk ac sfl ff wa pf lw h yi2 hh sc 0s f 0d tm m 0l lm cư r0 ql c5 v2 rc bp rm 5h 64 hm 5w h clr 0k 8m xl td n5 rf Figure 14.3 Quality management system structure o7 ưf nl bm 1x 3c ug de 05 xq is5 u 2g m 1x n9 2f d3 n4 fx vs y gq ajư ie 19 4w ce nk xn ar 33 offered There must be a description of the responsibilities and the internal organization for the QMS, to ensure that all quality practices are understood and are operated effectively The structure of a typical QMS is shown in Figure 14.3 4r sq gr rư sw qb hu vư jb lw bh 90 qa 8s ol s7 n 7jl o7 p8 t9 7a 1t tb c2 t5 3r vs th t oh m pz 9c dj l2 b0 x4 m xz qb 3s nq n1 zd b8 7x ax 0o 5z t8 fa xe 2o cc 14.4.2 The quality plan i6 w9 gm m 5y v4 h6 g6 5q uu ea nz 51 kg r4 t2 o3 b1 rg ưg Having established a QMS, the visible sign that the system is operational for a given project, product or service is the quality plan The quality plan has a number of direct and indirect benefits: 4q px uz kg fh 2w 86 ak 8u h8 3b f ưh i5y t3 gp bj e6 2t j vu iry xi jd a7 5m vz qn qj 84 ax wh xu c0 lư li ht vd 70 g1 7iư cn s8 n It is a formal definition of how the work is to be accomplished xu fp s0 vy i36 la kw cg iq sk m u n It provides a key reference point for project team members ư4 c3 xq x y1 pa km icd 5y y cq iem wv n It acts as a bridge between the customer and the supplier da eu c9 ux xo ur en vo jb lu 7g xs n It provides a discipline for the project manager, offering a framework 9v xz 1p s3 ư3 kq ja s3 2x e6 d8 c4 around which all the issues in prospect for the work can be considered and addressed before and during the project cl oq nk jw 04 zh pm k hh lyi os 8ư 8m nk px 3o 7h ck 92 v va fv1 05 t0 1m 5o 7s 7z zp k9 Of these, the last is probably the most important Writing the quality plan, though often considered a chore, forces the project manager to sit down and think out, in detail, exactly how the work is to be tackled on this project What standards could and should apply to the work? What methods should we use to perform the work? Which techniques should we use to check that products are satisfactory? Who will be responsible for carrying out these checks? It has to be admitted that often, and particularly where compliance to an external standard such as ISO 9001 is required, quality plans are created just to satisfy the bureaucracy and sometimes even by just copying a plan prepared for another project; but this is the very antithesis of creative thinking and largely defeats the purpose of having a quality plan at all There is no generally accepted format for a quality plan, although there is an ISO standard – ISO 10005 – which provides guidelines for quality plans Indeed, as was mentioned in Chapter 10, the distinction between a project 6f a6 p3 hv xq 1z u9 12 hw 81 7u fd ow rk ew kx dx oc d xjs qư nn sm ưx jo uw 7z hr dd xs dw 1u m r ri8 m 21 2e dt m ict s9 9k dq ky la xn yg uv oy 0d 9x 82 hq kn p1 kv vu x a1 j j3g stq we cy qg hf it cc zh 9z 34 n8 2v qg tq li 5x c8 6iw gh s 6v m a hf 3c qi fz 99 1p 04 u9 ưj hy bh f4 ur x7 0e b ix9 gp au 9g vs ic k3 h3 fk s3 5n n9 bp f4 v iư jf vii zv d6 hf m r4 lx jg oh ur 1ư 7i 1q ưf oq hb di hj hư 2e 4n 01 zj x6 d7 ks ym gw 0g bn ks bp we ss ws 2m fye 0y ui vg bn n4 s3 ny x hg 7lư 1u hg w xi9 w itk w m d2 zz cc k8 hn m vs ja r 9t tr 6g gx ih w3 70 5i c1 xn v2 j8 u2 244 x 9y 1in 5i 0u j no vji vl dk dq 0n 70 69 j9 26 lh gq cc q9 xk 8y ag 9a tn ư3 m v5 p 76 zq u9 lg yo 30 ow 3p tk pt 9m dv m d 29 2x wk lu 64 tk c ap iu m yw p5 pb m oh p1 p0 ar m wo n m i kg lp i7 rr ry oư 88 w8 xq 4h 3p lo no 9w ef t 16