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CHAPTER 13 Project Quality Management
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decision of what is best for the project, and bring both the project team and the QA team in line with project goals.  Have an independent QA team within the project. During the project, we can assign team members who do all the QA.  Use an independent QA team from outside the project team. Some companies keep a permanent QA team. Others use outside consultants for QA.  Have a standards organization or internal audit group review your QA work.
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DELIVERING QUALITY
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We discussed the importance of delivering quality in 3 and delivered a thorough method in 9. However, we may still face some resistance. Delivering quality and making sure the customer is satis ed is part of corporate culture in the best customer service organizations, but it is often a new idea to consulting rms and internal project development teams. Our team or our company may think the job is done when the product or service is delivered. My experience leads me to say that this attitude does not lead to success. As an independent consultant, I have learned that, if I deliver a good product or service, and leave it at that, the customer pays me (eventually), and leaves it at that. And a successful business is built on customers who keep coming back. If we want our customers to come back over and over, then the rule for quality should be: It (the project) is not over until the customer sings.
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WHAT THIS MEANS FOR YOU
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Customer Delight for Your Project
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What can you do to achieve customer delight Here are some key steps:    Focus on ensuring that the product or service works, and is providing value. We do more than deliver. We ensure value. Make sure that we and our team are polite, courteous, respectful, and professional. Things do get tense. That is acceptable. Even so, respect is essential, and we should work to resolve di culties. Extend the no-blame environment to the customer. The customer is not always right, but the customer always has a point. Work with triangulation to stay on the same side, and with gap analysis and reconciliation to deliver high value on the project.
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PART THREE Skills and Tools
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Follow up on all communication. After a phone call or meeting, send an email saying, thank you. Then include notes regarding decisions and action items. Make sure that those items make it into the project plan and do not get lost. Ask, Is there anything else I can do These magic words keep the attention on the customer. Of course, you may not be able to give them everything they want. But you can acknowledge the need, and suggest how they might be able to take care of it themselves.
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I nd that focusing on customer delight makes my own work delightful. When I enjoy my work and enjoy talking to my customers, that attitude spreads to my team and my customers. Then customer delight is easy, because we all appreciate doing good work and the results of good work together.
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Glossary
Action Architecture Assumption A synonym for task. The de nition of a system s interfaces and its structure. Something thought, but not said, often leading to a misunderstanding. Also, a rule for a project created by the project manager, which can also be changed by the project manager. Rules, such as regulations, standards, and corporate procedures, imposed on the project by the organization or from outside the organization. An amount of time or money set aside to be used if and when risk events occur. Operates at the level of the whole project, unlike the contingency plan. A speci c plan to be implemented in the situation where a particular risk event actually takes place. The result of a task. It can be given from one person to another, or handed o , becoming an input for the next process without any need to
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