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CHAPTER 13 Project Quality Management
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For these reasons, a project manager does two things to deliver quality results: Encourage quality work from everyone on the team, and de ne work rules and procedures that ensure that everything is cross-checked.
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Encouraging quality work on your team
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People want to do good work. If you do not believe me, try this and see. Set up a project with clearly de ned jobs, a no-blame environment, and a balance of responsibility with ability and resources, as described in 2. Encourage and praise good work. Correct errors in a supportive way, encouraging people to do better the next time. Believe in people and avoid personality and politics. See what happens. We can add a focus on quality to make this even better. Live quality. Teach quality. Explain quality to your team. Focus on clear goals and achieving them, on making mistakes but doing better. Support people in de ning quality for themselves and talking about it.
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Procedures for cross-checking
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The key principle here is that, to avoid making assumptions and missing errors, quality checking must be independent of work. Here are a number of ways to ensure we do this, starting with the simplest.  Everything is seen by two pairs of eyes before it leaves. Make this a team rule. Include yourself have someone check your own work. Let people know that this is simply because we do not see our own mistakes.  People always make mistakes, but, as a team, we do not make as many. Given we make mistakes, we would much rather have them found by a team member than by our customer. And we would also like them found sooner, rather than later.  Buddy-checking. Whenever possible, work in pairs or small teams. Each day, have each person work, and also check another person s work.  Checking inputs when we get them. Almost every deliverable is an input for someone on the team for some step in the work breakdown structure (WBS). Ask team members to check their deliverables as soon as they arrive, even if they are not going to start the task yet.  Create test plans separately from work results. Both are derived from the WBS. If only one person is doing both, have the person make the test plans rst. Even better, have two di erent people or teams, one to create the test plans, another to create the product itself.
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PART THREE Skills and Tools
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Use formal methods of review and testing. Formal methods of review, such as software inspection, are beyond the scope of this book. These methods work. Although most software is loaded with bugs, we have been able to produce zero-defect computer programs. The same range of quality can be found in every eld. Learn the best methods of quality in your industry, and make them work for your project.
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THE NEED FOR INDEPENDENCE IN THE QUALITY MANAGEMENT PROCESS
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One issue that pervades all of quality management is that good quality management requires independence from the work being done and from other management processes. There are three reasons for this:  Even with the best of intentions, people will carry the same assumptions in their work and in the checking of their own work. It is very good to encourage people to check their own work. However, because of the possibility of assumptions not being tested, it is not su cient. When we check up on ourselves, it creates two problems. The rst is that it opens opportunities for us to succumb to pressure to do a poor job. If the boss just yelled at me for not being on time, I will nd it hard to stop and ll out my quality control checklist. I know I did the job right, and I do not have time, and my boss just made it very clear that time, not checklists, are what really matter. I might succumb to that pressure, which could create problems later on. Perhaps, by skipping the checklist, I innocently omit one key step. That could force rework or create delays later on. The second problem created by self-checking is the appearance of impropriety. Everything may be just ne, but with no independent review of that fact, we are open to criticism anyway. In those rare cases where unethical behavior is occurring, we can catch it or prevent it through independent processes that check that we are working according to established methods and accepted principles.
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The principle of independence in quality management does not mean that all quality management work should be done only by separate people or groups. Just the opposite is true. The more focus on quality each worker has, the better. And the more there is a focus on quality, the less work there is for the independent group to do. The point is that the independent reviews, checks, and tests add value to the quality process that cannot be gained through any other means.
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