By Richard Perrin

If you’re a undertaking supervisor, you wish this consultant to fill within the gaps within the PM canon. The undertaking administration Institute’s physique of data, fails to completely clarify convinced PM instruments and the way they paintings, between different disasters. Real-World undertaking administration fills in these significant gaps with irreverence, wit, and knowledge. For any form of venture you’re handling, this e-book offers the top of the range instruments and strategies you must prevail.

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Sample text

In order to see how we implement the project from a quality perspective, some history from the quality leaders of the past 70 years is in order. The first step we shall take is to answer a fundamental and obvious question: What exactly do we mean by quality? The International Organization for Standardization (ISO) defines quality as: The totality of characteristics of an entity that bear on its ability to satisfy stated or implied needs. (ISO 8402, 1994). That’s a fairly succinct and straightforward definition, albeit terse and vaguely clinical.

Joseph Juran Dr. Juran is credited with bringing the concepts of quality management to Japan. Juran was Quality Manager at Western Electric and developed the Western Electric Statistical Quality Control Handbook. He started out as an engineer in 1924. In 1951, his first book, Quality Control Handbook, was published and led him to international eminence. Juran was invited to Japan in the early 1950s by JUSE. And, like Deming, conducted seminars for top and middle-level executives. His lectures had a strong managerial flavor and focused on planning, organizational issues, management’s responsibility for quality, The Quality Lesson—Can We Get It Right This Time?

38 Real World Project Management Deming’s Seven Deadly Diseases 1. Lack of constancy of purpose to plan product and service that will have a market and keep the company in business and provide jobs. 2. Emphasis on short-term profits: short-term thinking, fed by fear of unfriendly takeover and by push from bankers and owners for dividends. 3. Personal review system, or evaluation of performance, merit rating, annual review, or annual appraisal, by whatever name, for people in management, the effects of which are devastating.

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