Would the same quality management practices and principles apply in example 1 & 2? Do you agree with their approach?

example 1:

In the Airbus Project, I believe management did not take into consideration the very important 10 primary characteristics that contribute to a positive organizational culture. (Shore, Barry). Member identity, Team emphasis, management focus, Unit integration, Control, Risk tolerance, Reward criteria, Conflict tolerance, means vs end orientation, and open system focus. Had these important factors be considered and escalated when negecated, the Airbus project would have had a different outcome. Team members were unwilling to set aside their political beliefs to focus on the project which led to failure on management and progress of the project.

Additionally, the lack of cooperation and teamwork attributed to the failure of the harness to fit into the aircraft. Quality management was not made a priority and shows teams were not working in a coordinated manner.

What I would have done differently would have been to ensure management and all teams were fully on board to ensure a successful outcome. make the necessary crew changes to ensure alignment and cooperation from all teams.

example 2:

The project managers executed the quality management process poorly. Specifically in the stadium construction process, the project manager was successful during the quality planning, quality assurance, but not in quality control. Quality control focuses on monitoring the process, maintaining quality, and achieving deadlines (Rever, 2014). The project managers of the stadium construction did not achieve this control. Instead, numerous stadiums were unfinished such as the Arena Corinthians in Sao Paulo that finished 10 months after the World Cup (Manfred, 2015). In my opinion and based on research, project managers should have delegated multiple jobs and completed multiple tasks at the same time. Relating the agile method, this would have quickened the construction process, provided more jobs and responsibilities to others, and simplified the project managers responsibility of just overseeing quality. Instead, Brazil took it one job at a time which led to multiple delays and unfinished stadiums by the time the 2014 World Cup came around.