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business
total quality management
Total Quality Management For Project Management 1st Edition Kim H. Pries , Jon M. Quigley - Solutions
Major project: synthesize the levels of all the maturity models we have listed here and any others you can find. List your choices for candidate levels and tasks and support your choices with well-reasoned arguments.
Explain why maturity models are an exercise in futility.
Explain why maturity models are not an exercise in futility.
Subjective/intuitive: describe how you as a project manager can find joy and exultation in the management of a project, come what may.
Does TQM applied to project management (PM) provide any added value?
Is TQM too abstract or is it really down-to-earth?
Why is the standard flailing and floundering approach so seductive?
Does the enterprise really need TQM in project management?
If our organization transforms itself such that it achieves a higher level of performance, have we really accomplished anything?
Does TQM/PM have any marketing value?
Why are there so many quality tools and why are they little used by PMs?
Why are the quality models different and yet the same (compare and contrast)?
Isn’t TQM just another way to make somebody some money?
Is there an ISO version? Isn’t ISO-9000 largely discredited?
Why can’t we just “roll our own” approach to process improvement?
Are processes loose guidelines or should we use a disciplined approach?
Does your organization systematically critique development and project processes to learn how those processes really work and to shorten and improve the processes and products?
Do requirements metrics provide any added value?
Are requirements metrics too abstract or are they really practical?
Why is the “winging it” approach so seductive?
Does the enterprise really need requirements metrics?
Does our ability with requirements metrics have any marketing value?
Why do we have so many metrics?
Why are requirements metrics different and yet the same (compare and contrast)?
Are requirements metrics just another way to make somebody some profit?
Is there an ISO version and is it better than the other models?
Why can’t we just “roll our own”?
How does your organization decide what areas to measure and what metrics to follow?
Should project management office help identify those measurements or is it strictly line management? Or both for matrix organizations?
List activities a project manager can use to elicit customer requirements.
How are customer needs translated into product requirements?
How are the requirements validated?
How does variation impact the project manager’s job?
What is the role of the project manager regarding competing demands and goals?
What project and product risks are associated with the use of standards?
What does our project management organization do to continuously improve?
How does the variation in the product and project cost impact the bottom line of the organization?
What is the difference among tampering, natural optimism, or self-preservation?
Is your organization data and information driven – or is it “the old college try”?
Do TQM tools provide any added value?
Are TQM tools too abstract for real use or are they really down-to-earth?
Why are tools so seductive?
Does the enterprise really need another toolbox?
Does the use of the toolset have any marketing value?
Why do we have so many tools?
Why are the toolsets different and yet the same (compare and contrast)?
Is toolset just another way to keep the quality people employed?
Is the ISO version better than the other models?
Why can’t we just “roll our own?”
How does dispersion affect a project manager’s schedule?
What variation in your organization’s process gives you the most heartburn?
How well-planned are your organization’s processes?
How much does the project manager rely upon the line manager for understanding variation?
How can a Pareto plot help with project scheduling?
Who decides what data / information should be used to build the schedule?
What happens when the historical record is ignored?
What does the project manager do when the expected delivery date dictates neglecting the process? How does this impact the subsequent measurements?
How do you know the capability of a process that you frequently abandon?
Who manages the transition points from one group to another?
Do maturity models provide any added value?
Are maturity models too abstract or are they really down-to-earth?
How does scope change impact the WBS? Does your organization have a controlled way of updating the WBS with this content?
How can the project manager understand the organization’s ability to respond to changes?
Can you really count on a normal distribution for the estimates?
Does your organization recognize the input from the experts? What happens when the “truth” is told about risk to the project?
How can the project manager account for task variation on the critical path items on the time line?
Why is the maturity model approach so seductive?
Does the enterprise really need a formal audit?
If our organization transforms itself such that it achieves one of the “higher”levels, have we really accomplished anything?
Does the maturity model designation have any marketing value?
Why do we have so many maturity models?
Why are the maturity models different and yet the same (compare and contrast)?
Does the stage gate model of project management work?
Is a maturity model audit just another way to make somebody some money?
Is the ISO version better than the other models?
Why can’t we just “roll our own?”
Do statistics and control provide any added value?
Are statistical models too abstract or are they really down-to-earth?
Why is the statistical model approach so seductive?
What does it take to improve your organization’s abilities with statistics and control?
What positions in your organization should have the greatest capabilities regarding statistics? Do project managers really need to know statistics?
Does the enterprise really need statistics?
Would the enterprise pay attention to the statistics anyway? How would you get the organization to accept this level of control?
Does statistical control have any marketing value?
Why do we have so many types of control charts?
Why are the statistical models different and yet the same (compare and contrast)?
Is a statistical model/control chart just another way to keep the quality department busy?
Is the ISO version better than the other models?
Why can’t we just “roll our own?”
Do functional decompositions provide any added value?
Do work breakdown structures provide any added value?
Are hierarchical decompositions too abstract for real use by real people or are they really down-to-earth?
Why are structured models so seductive?
Does the enterprise really need scope control?
Does the enterprise need change control for the processes?
Do these various analysis documents have any marketing value?
Why do we have so many methods for analyzing scope, risk, work, and functions?
Why are the hierarchical breakdowns different and yet the same (compare and contrast)?
Is a work breakdown structure just another way to make somebody some money?
Who cares about formal cost centers?
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