Quality Management and Control

2011 ◽  
pp. 224-241
Author(s):  
Sohail Anwar
Keyword(s):  
Quality Assurance ◽  
Project Management ◽  
Project Planning ◽  
Entire Life ◽  
Entire Life Cycle ◽  
Project Completion ◽  
Implementation Evaluation ◽  
And Control ◽  
Goals And Objectives ◽  
Specific Project

Project management is a carefully planned, organized effort to manage the resources in order to successfully accomplish specific project goals and objectives. It involves the entire life cycle of a project right from the feasibility study of the project, project planning, implementation, evaluation, support, and maintenance of the project. Each phase of the project is a vast topic within project management. The topic of interest for this chapter is quality assurance and its relationship project management. By defining quality and situating the concept within the frame of project management, the authors’ scope and understanding of project completion will be improved.

Employee Preparation, Participation, and Performance

2011 ◽  
pp. 201-214
Author(s):  
Katy E. Ellis
Keyword(s):  
Quality Assurance ◽  
Project Management ◽  
Project Planning ◽  
Entire Life ◽  
Entire Life Cycle ◽  
Project Completion ◽  
Implementation Evaluation ◽  
And Performance ◽  
Goals And Objectives ◽  
Specific Project

Project management is a carefully planned, organized effort to manage the resources in order to successfully accomplish specific project goals and objectives. It involves the entire life cycle of a project right from the feasibility study of the project, project planning, implementation, evaluation, support, and maintenance of the project. Each phase of the project is a vast topic within project management. The topic of interest for this chapter is quality assurance and its relationship project management. By defining quality and situating the concept within the frame of project management, the authors’ scope and understanding of project completion will be improved.

R&D of the PERT basic model for project planning

2022 ◽  
Vol 14 (4) ◽  
pp. 75-81
Author(s):  
Tatyana Novikova ◽  
Svetlana Evdokimova ◽  
A. Novikov
Keyword(s):  
Large Time ◽  
Critical Path ◽  
Project Planning ◽  
Time Cost ◽  
Work Time ◽  
Basic Model ◽  
Methods Of Evaluation ◽  
Implementation Time ◽  
And Control ◽  
Specific Project

The guiding principles of project implementation are planning. The discrepancy in time, cost, and quality between the plan and the actual implementation of the project requires management decisions supported by an analysis of the optimization of the duration of the project and the search for reserves to reduce the implementation time. For this purpose, a basic PERT model for a specific project was developed, early and late deadlines for work, time reserves, and a critical path were calculated. This work is aimed at applying methods of evaluation and analysis of projects to find optimal solutions and control the efficiency of time and costs in project planning, by varying the work on the project and the executors of the work. The results of this study showed that there are quite large time reserves for works 5-7, 7-9, 6-9, etc., which makes it possible to redistribute work between performers and allows you to vary performers during the implementation of several projects simultaneously.

Developing the Schedule and Cost Plan

2006 ◽  
pp. 120-156
Author(s):  
Daniel M. Brandon
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Management Process ◽  
Control Processes ◽  
Project Management Institute ◽  
Operations And Maintenance ◽  
Cost Plan ◽  
And Control ◽  
Process Group ◽  
Independent Organization

The Project Management Institute (PMI) project management process groups include initiation, planning, execution, control, and closing. In practice, however, the initiation processes of a project are often not part of a project for budgeting and control issues, but rather are charged to management and administration (M&A) or operations and maintenance (O&M) general ledger accounts. In some organizations, these charges are later reversed back to a project after it is decided to move forward with that project. Thus, only the planning, execution, and control processes become part of the project for accounting purposes; sometimes detail planning is part of a project but not overall planning. Similarly, the closing process group may or may not be a formal part of the project, and sometimes those processes are performed by an independent organization. This chapter is concerned with detail project planning, particularly the schedule and cost plan.

Attock Refinery Upgradation Project

2006 ◽  
Vol 10 (01) ◽  
pp. 77-101
Author(s):  
Ahmed Nawaz Tariq ◽  
Arif Iqbal Rana
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Project Managers ◽  
Personal Relationships ◽  
Post Mortem ◽  
Northern Pakistan ◽  
Monitoring And Control ◽  
Project Monitoring ◽  
And Control

This case is about a major expansion and upgradation project undertaken at a refinery in Northern Pakistan in the 1990s. The project was the biggest expansion project since the company's inception in the 1920s. The project was carried out by a Japanese contractor, and was marked by changes in CEO's and Project Managers. Despite the vicissitudes in relationships between the construction team and company management, the project was completed in time and within budget. The case looks at project management from the client's perspective. It can be used in a module on Project Termination, or Project Monitoring and Control in a course on Project Management). The case highlights the importance of project planning, and monitoring; the management of inter-personal relationships; and 'post-mortem' analysis and learning from projects.

scholarly journals THE SUCCESS OF ENTERPRISE SYSTEM PROJECTS: FROM A KNOWLEDGE TRANSFER PERSPECTIVE

2021 ◽  
Vol 6 (22) ◽  
pp. 128-147
Author(s):  
Jamal Hussien ◽  
Mansoor Abdullateef Abdulgabber ◽  
Hasan Kahtan ◽  
Riza Sulaiman
Keyword(s):  
Project Management ◽  
Knowledge Transfer ◽  
Project Planning ◽  
Business Systems ◽  
Project Proposal ◽  
Global Business ◽  
Implementation Phase ◽  
Knowledge Based ◽  
Two Phases ◽  
And Control

We have certainly already arrived in a knowledge-based world economy, where knowledge transfer is a crucial factor in global business competition. In the era of knowledge-based management, the way we use knowledge determines the success or failure of business systems. This paper revises the project phases of enterprise systems (ES), which have been divided into three phases (pre-implementation, during implementation, and post-implementation), by expanding the relationship between the Knowledge Transfer (KT) and Project Management Process Groups (PMPG) in each phase to improve the success of ES by increasing the understanding of knowledge in each ES phase. The pre-implementation phase has two phases: Project Origination with (3) PMPG (Develop Project Proposal, Evaluate Project Proposals, and Select Projects), (8) tasks, (8) deliverables, and (3) roles. Project Initiation phase, with (3) PMPG (Initiate the Project, Approve the Project Charter, and Conduct Kick-off Meeting), (7) tasks, (7) deliverables, and (4) roles. In the implementation phase of the project ES there are two phases: Project Planning with (3) PMPG (Prepare the Project Planning, Perform the Planning Activities - Detail the Project Plan, and Confirm Approval to Proceed), (19) Tasks, (21) Deliverables, and (7) Roles. Project implementation and control with (3) PMPG (Launch Project, Management Project-Execution and control, and Gain Project Acceptance), (17) tasks, (17) deliverables, and (7) roles. Additionally, in the post-implementation phase, there are a phase called project closure with (2) PMPG (Perform, Initiate Project Follow-up, and Administrative Closure), (5) tasks, (6) deliverables, and (5) roles.

scholarly journals Improving the Work Breakdown Structure of the Plant Installation - Case: Asphalt Plant

2018 ◽  
Vol 3 (5) ◽  
pp. 174-187
Author(s):  
Said Abujudeh
Keyword(s):  
Project Management ◽  
Project Planning ◽  
Response Strategy ◽  
Management Tools ◽  
Work Breakdown Structure ◽  
Industrial Organizations ◽  
Control Framework ◽  
And Control ◽  
Installation Time

The improvement of the project management forced the industrial organizations to focus on using the project management techniques in their industry, to plan and control the workflow to achieve their targets, further to increase the satisfaction of their customers. One of the most common project management tools are used is the work breakdown structure (WBS), which provide a framework for the implementation of the project scope including project planning, scheduling, monitoring, control, and estimation. Depending on the top-down approach the project activities will be broken into smaller parts that can be measured and controlled during the project implementation. The well-defined construction of the structure contributes to making the project more realistic and visual. However, the misunderstanding of the project WBS among the project team creates deflection and misinterpretation of the project scope. The main issue of this research is to improve the WBS of the installation plan and develop a standard WBS for plant installation. The research was limited to Asphalt plant installation WBS as a case study to identify the weaknesses of the current WBS at the case company which leads to extra installation time and cost. The research is offering a template WBS based on the company logic, defining the frequent risks that affect the plant installation based on the WBS and suggesting a suitable response strategy by recommending a control framework to monitor and control the WBS schedule throughout all installation phases.

scholarly journals Comparison of PERT/CPM and CCPM Methods in Project Time Management

2021 ◽  
Vol 16 (03) ◽  
pp. 01-20
Author(s):  
Taynara Takami Narita ◽  
Caio Henrique Alberconi ◽  
Fernando De Souza ◽  
Lucas Ikeziri
Keyword(s):  
Project Management ◽  
Time Management ◽  
Completion Time ◽  
Computational Simulation ◽  
Time Estimation ◽  
Project Planning ◽  
Theory Of Constraints ◽  
Performance Variables ◽  
Project Completion ◽  
Critical Chain

Purpose: Evaluate and compare PERT/CPM and Critical Chain Project Management (CCPM) techniques, from the Theory of Constraints (TOC), in relation to indicators of delivery time estimation and reliability in meeting established deadlines. Theoretical framework: The research is based on the time management theory established by the PERT/CPM and CCPM methods. Design/methodology/approach: This work has an experimental character, using a method of computer simulation by applying the Promodel software. A fictitious project environment managed by PERT/CPM and CCPM techniques was modeled in order to evaluate and compare their performances in terms of estimation of, and compliance with, project completion deadlines. Findings: The results obtained showed that the CCPM method proved to be more effective in reducing project completion time and meeting established deadlines. Conversely, the PERT/CPM method increased planned project completion time by 189%. Research, Practical & Social implications: Many managers assume that the best approach to project planning, especially when aiming for short and reliable deadlines, is to allocate margins of safety to each scheduled activity. This research reinforced the already widely held perception of TOC that, due to certain ordinary human behaviors, local optimizations do not guarantee, and usually adversely effect, good global results. Originality/value: There is a lack of research comparing PERT/CPM and CCPM techniques through modeling and computer simulations of project environments subjected to certain degrees of uncertainty, particularly in terms of performance variables such as those studied here. The results of this research, therefore, address this opportunity, bringing to light comparative scenarios and explanations for the different behaviors observed. Keywords: Computational Simulation; Project Management; Goldratt; Critical Chain; CCPM; PERT/CPM.

Integrated System of Life Cycle Management of Large Stadium Projects

2011 ◽  
Vol 250-253 ◽  
pp. 3150-3154
Author(s):  
Bao Quan Geng
Keyword(s):  
Decision Making ◽  
Life Cycle ◽  
Project Management ◽  
Life Cycle Management ◽  
Integrated System ◽  
Entire Life ◽  
Entire Life Cycle ◽  
Management Technology ◽  
Construction Operation ◽  
Design Construction

Based on the project management with life-cycle management technology, this paper establishes a integrated system of life-cycle management (LCMIS) for large stadium construction project, which integrates decision making, design, construction and operation by two levels of entire life cycle and phrases. It resolves the existed problems of this kind of project, like the limitation of financing model, the disparity between design and construction, operation problems.

Software Quality Assurance pada Perusahaan Pengembang Perangkat Lunak Skala Kecil dan Menengah

2020 ◽  
Vol 3 (2) ◽  
pp. 283-294
Author(s):  
Hariyanto ◽  
Teduh Dirgahayu ◽  
Hanson Prihantoro P
Keyword(s):  
Quality Assurance ◽  
Software Quality ◽  
Project Planning ◽  
Software Quality Assurance ◽  
Maturity Model ◽  
Monitoring And Control ◽  
Capability Maturity ◽  
Project Monitoring ◽  
And Control

Abstrak: Semakin banyaknya perusahaan perangkat lunak yang tumbuh di Indonesia maka harus selaras oleh kualitas hasil produk yang dihasilkan (software quality). Perusahaan pengembang yang hanya berorientasi pada hasil akhir dan kecepatan pekerjaan terkadang tidak memperhatikan pengujian sebuah perangkat lunak. Penelitian ini dilakukan untuk melihat proses penerapan SQA (Software Quality Assurance) pada perusahaan pengembang perangkat lunak skala kecil dan menengah. Penelitian dilakukan pada beberapa perusahaan berbeda baik dari skala dan lokasi perusahaan secara geografis. Tujuannya adalah melihat penerapan SQA dari perspektif skala perusahaan yang berbeda. Penelitian ini menggunakan metodologi CMMI (Capability Maturity Model Integration) untuk menggambarkan kondisi pada perusahan. Metode yang digunakan dalam penelitian ini adalah kualitatif yang meliputi wawancara dengan pihak yang berkepentingan dan studi dokumen terkait SQA. Model pertanyaan wawancara mengambil 5 proses area pada CMMI yang dipilih berdasarkan product roadmap CMMI. Kelima proses area tersebut terdiri dari requirement management, measurement and analysis, project monitoring and control, project planning dan process and product quality assurance. Hasil dari penelitian ini terbukti menunjukkan bahwa perusahaan skala kecil dan menengah yang ada telah melakukan SQA dan mempunyai standar tertentu untuk metode pengembangan perangkat lunak. Namun kapasitas sumber daya yang ada masih berpengaruh dengan kualitas hasil akhir dari sebuah perangkat lunak yang dihasilkan. Abstract: Increasing number growing software companies in Indonesia it must be aligned by the quality of the resulting product (software quality).  Development companies that are only oriented to the final result and speed of work sometimes do not pay attention to testing a software. This research was conducted to see the process of implementing SQA (Software Quality Assurance) in small and medium scale software development companies. The research was conducted on several different companies both from the scale and geographical location of the company. The aim is to look at the application of SQA from the perspective of different company scales. This study uses the CMMI (Capability Maturity Model Integration) methodology to describe the conditions of the company. The method used in this research is qualitative which includes interviews with interested parties and study of documents related to SQA. The interview question model takes 5 process areas in the chosen CMMI based on the CMMI product roadmap. The five process areas consist of requirements management, measurement and analysis, project monitoring and control, project planning and process and product quality assurance. The results of this study show that the existing small and medium scale companies have carried out SQA and have certain standards for software development methods. But the capacity of existing resources still influences the quality of the final results of the software produced.

A Research Study on How Project Management Can Help Improve Lean Six Sigma

2018 ◽  
Vol 9 (4) ◽  
pp. 1-25 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Project Management ◽  
Six Sigma ◽  
Time Management ◽  
Cost Reduction ◽  
Research Study ◽  
Lean Six Sigma ◽  
Project Planning ◽  
Project Managers ◽  
Management Tools ◽  
Project Completion

Today, project managers are challenged with improving efficiency and overall productivity while working on certain tasks. They must be flexible and understand how to use tools and methods to improve results. While Lean Six Sigma (LSS) provides an overall data driven process to detect and improve system defects, project management has tools to evaluate and create a defined plan and manage a project. This article examines LSS alongside Project Management. It breaks down Six Sigma's DMAIC process, and shows incorporate both LSS and project management tools. If LSS only focuses on minimizing defects, then time management, cost reduction, and overall project planning must be incorporated to achieve successful project completion. This research demonstrates how that is possible. Finally, the research answers a key question: Can project management benefit LSS?

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