【管理类】项目管理（全英文版）(8)

©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA83ProjectQualityManagementincludestheprocessesrequiredtoensurethatthepro-jectwillsatisfytheneedsforwhichitwasundertaken.Itincludes“allactivitiesoftheoverallmanagementfunctionthatdeterminethequalitypolicy,objectives,andresponsibilitiesandimplementsthembymeanssuchasqualityplanning,qualitycontrol,qualityassurance,andqualityimprovement,withinthequalitysystem”[1].Figure8–1providesanoverviewofthefollowingmajorprojectqualitymanage-mentprocesses:8.1QualityPlanning—identifyingwhichqualitystandardsarerelevanttotheprojectanddetermininghowtosatisfythem.8.2QualityAssurance—evaluatingoverallprojectperformanceonaregularbasistoprovideconfidencethattheprojectwillsatisfytherelevantqualitystandards.8.3QualityControl—monitoringspecificprojectresultstodetermineiftheycomplywithrelevantqualitystandardsandidentifyingwaystoeliminatecausesofunsatisfactoryperformance.Theseprocessesinteractwitheachotherandwiththeprocessesintheotherknowledgeareasaswell.Eachprocessmayinvolveeffortfromoneormoreindivid-ualsorgroupsofindividualsbasedontheneedsoftheproject.Eachprocessgener-allyoccursatleastonceineveryprojectphase.Althoughtheprocessesarepresentedhereasdiscreteelementswithwell-definedin-terfaces,inpracticetheymayoverlapandinteractinwaysnotdetailedhere.ProcessinteractionsarediscussedindetailinChapter3,ProjectManagementProcesses.ThebasicapproachtoqualitymanagementdescribedinthissectionisintendedtobecompatiblewiththatoftheInternationalOrganizationforStandardization(ISO)asdetailedintheISO9000and10000seriesofstandardsandguidelines.Thisgeneralizedapproachshouldalsobecompatiblewith(a)proprietaryap-proachestoqualitymanagementsuchasthoserecommendedbyDeming,Juran,Crosby,andothers,and(b)non-proprietaryapproachessuchasTotalQualityMan-agement(TQM),ContinuousImprovement,andothers.Projectqualitymanagementmustaddressboththemanagementoftheprojectandtheproductoftheproject.Failuretomeetqualityrequirementsineitherdi-mensioncanhaveseriousnegativeconsequencesforanyoralloftheprojectstake-holders.Forexample:•Meetingcustomerrequirementsbyoverworkingtheprojectteammaypro-ducenegativeconsequencesintheformofincreasedemployeeturnover.•Meetingprojectscheduleobjectivesbyrushingplannedqualityinspectionsmayproducenegativeconsequenceswhenerrorsgoundetected.PROJECTQUALITYMANAGEMENT88.1QualityPlanning8.2QualityAssurance8.3QualityControl84©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USAFIGURE8–1AGUIDETOTHEPROJECTMANAGEMENTBODYOFKNOWLEDGEQualityis“thetotalityofcharacteristicsofanentitythatbearonitsabilitytosat-isfystatedorimpliedneeds”[2].Acriticalaspectofqualitymanagementinthepro-jectcontextisthenecessitytoturnimpliedneedsintostatedneedsthroughprojectscopemanagement,whichisdescribedinChapter5.Theprojectmanagementteammustbecarefulnottoconfusequalitywithgrade.Gradeis“acategoryorrankgiventoentitieshavingthesamefunctionalusebutdif-ferentrequirementsforquality”[3].Lowqualityisalwaysaproblem;lowgrademaynotbe.Forexample,asoftwareproductmaybeofhighquality(noobviousbugs,readablemanual)andlowgrade(alimitednumberoffeatures),oroflowquality(manybugs,poorlyorganizeduserdocumentation)andhighgrade(numerousfea-tures).Determininganddeliveringtherequiredlevelsofbothqualityandgradearetheresponsibilitiesoftheprojectmanagerandtheprojectmanagementteam.Theprojectmanagementteamshouldalsobeawarethatmodernqualityman-agementcomplementsmodernprojectmanagement.Forexample,bothdisciplinesrecognizetheimportanceof:•Customersatisfaction—understanding,managing,andinfluencingneedssothatcustomerexpectationsaremetorexceeded.Thisrequiresacombinationofconformancetospecifications(theprojectmustproducewhatitsaiditwouldproduce)andfitnessforuse(theproductorserviceproducedmustsat-isfyrealneeds).•Preventionoverinspection—thecostofavoidingmistakesisalwaysmuchlessthanthecostofcorrectingthem.8.1QualityPlanning8.2QualityAssurance8.3QualityControl.1Inputs.2ToolsandTechniques.3Outputs.1Workresults.2Qualitymanagementplan.3Operationaldefinitions.4Checklists.1Inspection.2Controlcharts.3Paretodiagrams.4Statisticalsampling.5Flowcharting.6Trendanalysis.1Qualityimprovement.2Acceptancedecisions.3Rework.4Completedchecklists.5Processadjustments.3.3.3.3.3.3.3.3.3.3.3.3.3.3.3.1Inputs.2ToolsandTechniques.3Outputs.1Qualitypolicy.2Scopestatement.3Productdescription.4Standardsandregulations.5Otherprocessoutputs.1Benefit/costanalysis.2Benchmarking.3Flowcharting.4Designofexperiments.1Qualitymanagementplan.2Operationaldefinitions.3Checklists.4Inputstootherprocesses.3.3.3.3.3.3.3.3.3.3.3.3.3.1Inputs.2ToolsandTechniques.3Outputs.1Qualitymanagementplan.2Resultsofqualitycontrolmeasurements.3Operationaldefinitions.1Qualityplanningtoolsandtechniques.2Qualityaudits.1Qualityimprovement.3.3.3.3.3.3.3.3.2.1ProjectQualityManagementFigure8–1.ProjectQualityManagementOverviewPROJECTQUALITYMANAGEMENT8.1.1.1©1996ProjectManagementInstitute,130SouthStateRoad,UpperDarby,PA19082USA85•Managementresponsibility—successrequirestheparticipationofallmembersoftheteam,butitremainsthere