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CHAPTER 13 Project Quality Management
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they are doing, it will be proactive, friendly, and supportive. If you wait until later, when the deliverables are due, it will be reactive, hostile, and blaming. Sue might say, I can t do my job because Juan didn t give me what he was supposed to. And Juan replies, I did exactly what the plan asked for. And Sue never told me she wanted anything else. For the person having di culty delivering quality, it is best to start by being inquisitive. Meet privately. Ask the team member if he or she is aware of any quality problems. Walk through one example of what happened. Ask if the person knows why. Your goal is to get a sense that the person understands the importance of quality, understands that there is a problem, and wants to do better. If you get there, ask, How can I help you do better and arrange appropriate quality control checks. If the person does not understand it, and repeats the same type of error, then you will need to have a second talk. Be positive, especially if you see some improvement or e ort. But also be clear that, on a project with a set schedule, something must change, or the project will be in trouble. Work with the person to remove any sense of blame or bad feeling, and also to diagnose the source of the di culty. How do we help a perfectionist deliver on time We need to help that team member understand the di erence between his or her own, higher standards, and the requirements of the project, which include on-time delivery. In my experience, people with doctoral degrees from good schools want to keep working until their work meets the standard that their dissertation committee would meet, which is far higher than what would be needed in most business situations. I often say something like, Go for making it perfect. When you are 90% there, deliver the task. It will be good enough. And we ll only succeed if it is on time. Perfectionism is a habit we probably do not want to break. A self-aware perfectionist who understands that quality, not perfection, is the goal, is a great team player. These people can do good work and also help other team members improve.
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ASSURING QUALITY
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We add quality assurance to our project process at key points to have independent validation that our work is correct. Here are some key points where we can add QA activities:  QA for procurement. Vendors and consultants will, in all likelihood, not know our quality standards. Therefore, we should set up a process
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PART THREE Skills and Tools
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of reviewing, and, if possible, testing the usability of each purchased component and each vendor deliverable as soon after it is received as possible. This reduces one type of risk associated with external dependencies. QA for milestones. Remember that, in addition to milestones (major deliverables) at the end of each stage, we can also de ne smaller milestones within a stage. Creating several small milestones, with reviews and tests at each one, increases product quality. It also reduces the cost of quality, because we catch errors earlier. QA at the end of each stage. We need quality assurance at the end of each stage. For the customer to be satis ed with our work for the stage, they should nd very few problems or no problems when the project is undergoing review and passing through the gate. How is this possible It is simple: We de ne the requirements for each gate in the project plan, including all tests. Then we run those tests ourselves and x any errors during the project work time, as QA just before the gate. That way, when we deliver the item to be reviewed and tested by the customer, they are repeating QA work we have already done, as much as possible. If we do good work and good testing, they will only have good things to say. Of course, there are some elements that we cannot test without help from the customer. But, if we have taken care of everything else, we can x those as we move through the gate on schedule.
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How do we ensure the independence of QA There are several methods. Only the rst two are essential. We can choose from the other items listed below, picking methods appropriate to the project goals and resources, and our company s way of working.   Establish independent review and test plans early. That way, we do not have test plans that contain the same errors as our work plans. Give the QA team all the authority necessary. We need to support the QA team s ndings. We cannot allow them to be set aside or ignored. As project managers, we are responsible for delivering a high-quality, working product or service, not just for meeting a deadline. So if a QA review or test demonstrates a need for rework or a change in work procedures, we should support that fully, allocate necessary resources, and do what it takes to make sure the job is done right. However, we can do this using a no-blame, gap reconciliation approach. And, if, in our own review, we nd that QA is wandering o the mark or becoming too stringent in excess of project requirements then we make a
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