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Sample Pareto diagram
world s largest automobile manufacturer, as reported January 22, 2009 by Bloomberg News Service:
1 Base your management decision on the long-term philosophy, even at the expense of
short-term financial goals
2 Create continuous process flow to bring problems to the surface 3 Use pull systems to avoid overproduction 4 Level out the workload (hijunka) (Work like the tortoise, not the hare) 5 Build a culture of stopping to fix problems, to get quality right the first time 6 Standardized tasks are the foundation for continuous improvement and employee
empowerment
7 Use visual control so no problems are hidden 8 Use only reliable, thoroughly tested technology that serves your people and processes 9 Grow leaders who thoroughly understand the work, live the philosophy, and teach it to
others
PMP Certification: A Beginner s Guide
10 Develop exceptional people and teams who follow your company s philosophy 11 Respect your extended network of partners and suppliers by challenging them and
helping them improve
12 Go and see for yourself to thoroughly understand the situation (known as genchi
genbutsu)
13 Make decisions slowly by consensus, thoroughly considering all options; then
implement decision rapidly
14 Become a learning organization through relentless reflection (hansei) and continuous
improvement (kaizen)
Managing Change Requests
You have heard me say this several times before, but when it comes to quality control, it is worth repeating: Change is inevitable, except from a vending machine In quality management, change, if managed properly, can be your friend However, if it s not controlled, it can be your number-one enemy Therefore, plan for change, monitor it, and manage it to the best of your ability
Quality Management Summary
As mentioned, quality is an attitude; it is not optional if you and your company intend to be successful When you truly listen to the customer and understand what s important to them, you have a much better idea of what to measure When you measure the right things and match the product of the project to the customer s needs and expectations, you are demonstrating that you and the team are focused on quality When you are focused on quality results and using all the tools and resources available to produce quality products and services on your project, it should be clear that you have the right priorities and the right attitude
References
1 Sticky Slogans, http://wwwstickysloganscom/qualitysloganshtml 2 Vasilash, Gary S Quality Is Job Field Guide to Automotive Technology, http://
wwwautofieldguidecom/columns/1299stichtml
8: Project Quality Management
3 Tagged: 10 cars with bad reputations, CNNMoneycom, http://moneycnncom/
galleries/2007/autos/0708/galleryquestionable_cars/3html (This website has other links For example, see http://wwwcsriceedu/~vardi/ comp601/case2html and http://wwwfordpintocom/blowuphtm)
4 Vasilash, Gary S Quality Is Job Field Guide to Automotive Technology, http://
wwwautofieldguidecom/columns/1299stichtml
5 BusinessDictionarycom, http://wwwbusinessdictionarycom/definition/qualityhtml 6 SkyMark, http://wwwskymarkcom/resources/leaders/juranasp 7 Wikipedia, http://enwikipediaorg/wiki/W_Edwards_Deming 8 SkyMark, http://wwwskymarkcom/resources/leaders/crosbyasp 9 Purdue University Animal Sciences, Meat Quality and Safety, Beef Quality Grades,
http://aganscpurdueedu/meat_quality/consumer_gradinghtml
10 Burton, Terence T Is This a Six Sigma, Lean, or Kaizen Project http://www
isixsigmacom/library/content/c020204aasp
11 IBM Institute for Business Value Study, Driving operational innovation using
Lean Six Sigma http://www-935ibmcom/services/uk/indexwss/ibvstudy/igs/ a1027370 cntxt=a1006791
12 Lean Enterprise Institute, http://wwwleanorg/WhatsLean/Historycfm 13 Wikipedia, http://enwikipediaorg/wiki/Standard_deviation 14 Wikipedia, http://enwikipediaorg/wiki/Sample_(statistics) 15 Forsberg, Krister The Quality Management Principles, http://wwwkristerforsberg
com/qmp/abouthtml
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Project Human Resource Management
PMP Certification: A Beginner s Guide
Key Skills & Concepts
Definition of human resource management The importance of the team The role of the PM in HR management Four HR management processes Stages of team development Types of teams (including virtual) Skills needed to manage project teams Managing conflict Problem solving Management and leadership styles Negotiation skills Five key people skills
ntil now, we have spent most of our time in the Planning process group (refer to Table 3-1 in 3) We are now shifting gears, and this chapter is where the execution work of the project really begins Most (three of four) of the HR management processes are in the Executing process group Before we jump too deep into the Executing process group, allow me to set the stage a bit You may recall the first process in the Executing process group from reading 4 As a reminder, Project Integration Management is the only knowledge area in the PMBOK that crosses all five process groups The specific process I am referring to is 43: Direct and manage project execution The purpose of this process is to carry out the project plan This is when you begin project execution (working the plan), and the only way to do that is with people (often referred to as human resources ) It is safe to say that people are the heartbeat of the project They perform the activities, and they interact to come up with ideas and solutions As a project manager, you will need to direct and manage these extremely important resources in order to succeed
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