Chapter 7: Project Risk Identification Tools

Chapter 7 Project Risk Identification Toolsproject Quality Conference

Read and reflect on the assigned readings for the week. Then post what you thought was the most important concept(s), method(s), term(s), and/or any other thing that you felt was worthy of your understanding in each assigned textbook chapter. Your initial post should be based upon the assigned reading for the week, so the textbook should be a source listed in your reference section and cited within the body of the text. Other sources are not required but feel free to use them if they aid in your discussion. Also, provide a graduate-level response to each of the following questions: What is TQM? What must a Project Quality Plan address? What does the cost of quality refer to? What is Six Sigma? Compare and contrast Quality Control and Quality Assurance. Text Title: Managing Project Risks ISBN: Authors: Peter J. Edwards, Paulo Vaz Serra, Michael Edwards Publisher: John Wiley & Sons Publication Date:

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Effective risk management and quality assurance are vital components in the successful delivery of projects. The chapter on risk identification tools presents a variety of methods to systematically recognize potential risks that might impact project objectives, emphasizing tools such as SWOT analysis, checklists, brainstorming sessions, and expert judgment. These tools serve to proactively identify threats and opportunities, enabling project managers to develop responsive strategies early in the project lifecycle. Recognizing risks early allows for better planning, resource allocation, and mitigation measures, ultimately contributing to project success. Such proactive identification aligns with the broader concept of quality management, which aims to meet or exceed stakeholder expectations through systematic processes and continuous improvement.

Understanding Total Quality Management (TQM) is fundamental in fostering a quality-centric organizational culture. TQM involves a comprehensive approach that seeks to embed quality into every facet of an organization, emphasizing ongoing process improvement, employee involvement, and customer satisfaction. A Project Quality Plan must therefore address various elements such as quality objectives, standards, responsibilities, and procedures for quality assurance and control, ensuring that quality considerations are integrated throughout the project lifecycle. The plan provides a blueprint for maintaining quality standards and managing quality-related issues proactively.

The cost of quality (CoQ) refers to the total cost associated with preventing, detecting, and rectifying defects in a project or product. It encompasses all expenses related to quality activities, including prevention costs, appraisal costs, and the costs resulting from failures—both internal and external. Managing CoQ effectively helps organizations to understand the financial impact of quality-related decisions and to identify areas where investments in prevention and appraisal can reduce overall failure costs, thereby improving project profitability and stakeholder satisfaction.

Six Sigma is a data-driven methodology aimed at reducing variability and defects in processes, thereby enhancing quality and efficiency. Originating from Motorola in the 1980s, Six Sigma employs DMAIC (Define, Measure, Analyze, Improve, Control) cycles to systematically analyze and improve processes, targeting a defect level of fewer than 3.4 per million opportunities. Methodologies like Six Sigma focus on rigorous statistical analysis and project-driven approaches to achieve measurable quality improvements, making it a powerful tool for organizations seeking operational excellence.

Quality Control (QC) and Quality Assurance (QA) are both essential aspects of quality management but have distinct roles. Quality Control involves operational techniques and activities aimed at detecting and fixing defects after they occur, emphasizing inspections, testing, and reviews. Conversely, Quality Assurance is a proactive process designed to prevent defects by establishing and maintaining quality systems, standards, and procedures. While QC is reactive, focusing on defect detection, QA is preventive, ensuring processes are capable of producing quality outputs consistently. Integrating both ensures comprehensive quality management, fostering continuous improvement and customer satisfaction.

References

• Edwards, P. J., Serra, P. V., & Edwards, M. (2014). Managing Project Risks. John Wiley & Sons.
• Deming, W. E. (1986). Out of the Crisis. MIT Press.
• Juran, J. M., & Gryna, F. M. (1993). Quality Planning and Analysis. McGraw-Hill Education.
• Harry, M., & Schroeder, R. (2000). Six Sigma: The Breakthrough Management Strategy. Currency/Doubleday.
• Feigenbaum, A. V. (1991). Total Quality Control. McGraw-Hill.
• Evans, J. R., & Lindsay, W. M. (2014). Managing for Quality and Performance Excellence. Cengage Learning.
• Pyzdek, T., & Keller, P. (2014). The Six Sigma Handbook. McGraw-Hill Education.
• Oakland, J. S. (2014). Total Quality Management and Operational Excellence. Routledge.
• ISO 9001:2015. (2015). Quality management systems — Requirements. International Organization for Standardization.
• Harvey, G., & Carr, D. (2016). Implementing Total Quality Management in Project Management. International Journal of Productivity and Performance Management.