Project Success and Quality

Balancing the Iron Triangle

Andrew Wright, Therese Lawlor-Wright

• Publisher: Routledge
• Year: 2018
• Print ISBN:
  9780815380382
• eBook ISBN:
  9781351213257
• Topic: Business
• Subtopic: Business General
• Index: Business

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.

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