Planning and Controlling Quality
Throughout the project period, managers need to take the issue of quality seriously if they are to meet the demands of the identified client. These professionals can utilize various techniques to control and plan the project’s quality depending on its complexity and the anticipated outcomes. The first one is the client’s quality management methodology (Project management, 2016). This process of documentation outlines the demands and expectations of the customer. Such a guideline will ensure that all stakeholders and workers focus on the identified needs while making quality a priority.
The second tool that has the potential to deliver desirable results is that of flowcharting (Project management, 2016). Due to the complexities and sequences associated with a particular project, such a diagram will ensure that all professionals consider the required decisions, directions, and activities, thereby improving the level of quality. The third technique that managers can utilize is that of benchmarking. This approach revolves around making timely comparisons and relying on the outlined quality plan to support the delivery of the best outcomes (Oliveira & Martins, 2018). A good example of benchmarking could occur when the involved parties examine some of the outstanding practices in other facilities and organizations to maintain the highest level of quality.
Discussing “Quality”
The concept of quality remains critical in any given project, service, or product. Managers will rely on their competencies, acquire and utilize the best resources, and engage their followers to deliver the intended results in a timely manner. During such a process, the involved professionals will have to study the original plan and requirement before launching the targeted work (Project management, 2016). For example, a project manager will follow the specifications of the client while ensuring that the existing standards in the industry are maintained. This initiative is essential since it will minimize chances of defects and failure.
Additionally, the definition of quality in a given finished product, service, or project will be inadequate without focusing on the issue of value. Projects should be within the stipulated budget if they are to meet the needs of all stakeholders (Project management, 2016). Some managers have been keen to apply their competencies to ensure that their completions provide value for their prices. For example, they pursue value addition and cost saving measures to achieve such aims. Stakeholders who pursue most of these strategies will achieve their goals much faster and deliver quality to their respective customers.
Meeting Client’s Expectations
As a project manager, my goal should be to support my team to complete the assigned task in accordance with the client’s expectations. The first issue I would take seriously is the ability to define the needs of such a customer. During this stage, I will engage the client and understand when he or she would like to be part of the process (Project management, 2016). For example, I would be keen to know if my customer would want to be involved in various meeting throughout the project’s lifecycle or not. This stage will be followed by a detailed analysis and examination of the unique expectations from the completed project. This knowledge will guide the process and encourage all followers to take such issues into consideration.
After initiating the project, I will conduct timely surveys and encourage the client to offer his or her inputs in a timely manner. This exercise needs to be continuous since the ultimate objective is to deliver quality to such an individual. I will identify and implement the relevant improvements and adjustments depending on the acquired insights from client. Failure to follow such a plan will result in a poor project that ignores the expectations of the customer (Project management, 2016). I will also be involved to provide professional advice and guidelines to the individual until the project is completed within the stipulated period.
Contingency Plan
The complexity and nature of various projects make them prone to various risks, uncertainties, and failures. Those in charge of such tasks need to remain focused and be aware of eventualities that might affect delivery. The use of risk plans is critical to balance the investment of the mitigation against the anticipated benefit for the program (Project management, 2016). Managers can achieve such a goal by developing an alternative approach for ensuring that the intended goals are realized even when a specific risk appears to threaten the entire process. This new option is usually known as a contingency plan (Project management, 2016). For example, a project manager might be relying heavily on the use of road transport to acquire materials depending on the current phase. However, heavy rains could compel the leader to develop a contingency plan that will permit the use of a train as an alternative to support the ongoing project.
The adoption of contingency plans makes it possible for managers to avoid uncertainties and risks that have the potential to affect delivery. When stakeholders fail to prevent or predict disruptions, chances of failing to achieve their goals tend to increase significantly. Contingency budgets are essential since they support such alternative plans and eventually result in timely results (Project management, 2016). The involvement of all participants is an evidence-based approach that can minimize the potential impact of risks and eventually leave the identified client satisfied.
Project Planning Phase Risks
The planning phase of a given project usually begins after approval. During this stage, participants and managers need to be aware of some of the possible risks that might emerge and mitigate them accordingly. Experts use the Risk Breakdown Structure (RBS) to understand such issues and be prepared for them accordingly. One unique aspect of these risk types is that they are only foreseeable and might not have serious consequences when the team implements adequate mechanisms against them (Project management, 2016). For example, the involved parties can identify the challenge of breakages when planning to purchase and deliver fragile building materials to a construction site, such as tiles, ceramics, and glass panels. Another outstanding example is that of oil spills when operating various machines.
During this stage, the involved parties will need to collaborate and consider new ways of identifying and preventing any outlined risk. They will prepare a detailed mitigation plan that all team members will have to take into consideration. Such preventative measures will be part of the execution phase to reduce the challenges that might emerge (Project management, 2016). The involvement of all professionals and the inclusion of key stakeholders will support the delivery of timely results (Oliveira & Martins, 2018). Project managers who follow this advice will find it easier to implement all the project phases effectively and eventually meet the specified requirements and expectations of their respective clients.
References
Oliveira, R. R., & Martins, H. C. (2018). Strategy, people and operations as influencing agents of the project management office performance: An analysis through structural equation modeling. Gestão & Produção, 25(2), 410-429. Web.
Project management from simple to complex. (2016). University of Minnesota Libraries Publishing.