Project Success and Quality
Balancing the Iron Triangle
- 200 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
About This Book
Projects are inherently risky, since they involve some level of uncertainty, doing something new in the target environment, but the percentage of projects seen as a success is still disappointingly low, especially for IT projects. The 'Iron Triangle' of time/cost/quality suggests that all three aspects are equal, but with quantitative methods for monitoring project performance, the focus is primarily on managing cost and time.
This book seeks to redress the balance, explaining the rationale and benefits of focusing more on quality (fitness for purpose and conformance to requirements) before detailing a range of tools and techniques to support rebalancing the management of projects, programmes and portfolios.
It shows how managing project quality actively can reduce costs through minimising wastage, and reduce delays through avoiding rework, leading to improved project success rates and customer satisfaction.
Frequently asked questions
INDEX
acceptable quality level (AQL) 13, 178
acceptance 63, 65–9, 74, 97–9
acceptable standards 63
acceptance testing 20–21, 63, 65–9, 71, 74, 86, 87, 97, 98, 107, 124, 125, 144, 159
criteria for, need for clarity in 97–9
operational acceptance testing (OAT) 155
project lifecycle, quality management throughout 74
quality management, building acceptance of 39–42
tools for, quality outputs and 74
agile methodologies 125
American Society for Quality (ASQ) 25
American Society of Civil Engineers (ASCE) 72
approval records 63, 71–3
Association for Project Management (APM) 1
Body of Knowledge (BoK) 4, 11, 23, 53, 56, 122, 125–7, 129, 145
MoSCoW classification system 123–4
Project Quality Plan (2012) 57, 62, 127
Project Risk Assessment and Management method 129–30
assurance see quality assurance
Atkinson, R. 2, 172
Australian Transport Safety Bureau (ATSB) 24
automotive manufacturing 96
availability, reliability and maintainability (ARM) 123
Bacon, Francis 138
balance, getting it right 18–19m 182–8
Barnes, Martin 1, 171, 172–3
Barnes Triangle see Iron Triangle
behaviours, project quality and 32, 33, 40, 46, 49, 177
behavioural safety 155
group behaviours 44
benchmarking 167
benefits: business benefits, definition and quantification of 29
commercial benefits, delivery through quality 24–6
of effectiveness in quality management 18–26
project management maturity, benefits realization 167
realization stage 77–8
...Table of contents
- Cover
- Half Title
- Title Page
- Copyright Page
- Table of Contents
- List of figures
- List of tables
- Preface
- Acknowledgements
- List of abbreviations
- 2. Why manage quality?
- 3. Who is responsible for quality?
- 4. When does quality need to be managed?
- 5. Quality management throughout the project lifecycle
- 6. Where does quality need managing?
- 7. Extending quality management through the supply chain
- 8. Quality analysis techniques
- 9. Project management techniques vital to quality
- 10. IT project quality management
- 11. The role of published standards in achieving project quality
- 12. Project success and balancing the Iron Triangle
- Glossary of quality terms
- Appendix case study: getting the balance right – Rion-Antirion Bridge
- Index