In The Previous Weeks, You Developed An Overall Strategy

In the Previous Weeks You Developed An Overall Strategy For Incorpora

In the previous weeks, you developed an overall strategy for incorporating quality management in your project. In Week 1, you evaluated the overall organizational readiness. In Week 2, you made a determination and discussed the quality dimensions and criteria that will be utilized to track against customer expectations. In Week 3, you performed an analysis and selection of the quality tools, models, and techniques that are suitable for achieving quality in the selected project, and you performed an evaluation of the role in the three levels of quality management. In Week 4, you developed a process for monitoring and managing quality performance and quality-related issues.

This week, you will be evaluating the 3 levels of quality management and developing a communication plan to review and communicate on quality performance tracking to the pertinent stakeholders.

Paper For Above instruction

Effective quality management is vital for the success of projects, ensuring that deliverables meet or exceed stakeholder expectations and adhere to established standards. This paper evaluates the three levels of quality management—organizational, project, and product—and develops a comprehensive communication plan to facilitate transparency and continuous improvement among stakeholders.

Roles of Management in Quality Assurance

Management plays a pivotal role in fostering a culture of quality within an organization. Their responsibilities include setting quality policies aligned with strategic objectives, providing necessary resources, and establishing accountability mechanisms. Management must also engage stakeholders at various levels to promote quality awareness and commitment.

Stakeholders in a project encompass a diverse group, including project sponsors, clients, team members, suppliers, and regulatory bodies. Their involvement in quality management involves participation in quality planning, review, and assurance activities. For instance, sponsors and clients provide input on quality criteria and expectations, while team members execute quality assurance tasks using prescribed tools and techniques.

Training provided by management ensures that employees understand quality processes and are equipped to utilize relevant tools effectively. This training may include workshops on statistical process control, Six Sigma methodologies, or ISO standards. Continuous professional development supports the alignment of team skills with quality objectives, fostering a proactive approach to quality assurance (Garvin, 1988).

Evaluation of the Three Levels of Quality Management

The three levels of quality management—organizational, project, and product—interact to ensure comprehensive quality control. At the organizational level, standards and systems such as ISO 9001 establish a quality framework that guides all projects. This level emphasizes creating a quality culture, setting policies, and implementing continuous improvement initiatives (Oakland, 2014).

The project level focuses on the specific execution of quality plans within individual projects. Project managers oversee processes, monitor performance metrics, and implement corrective actions as needed. Tools like Control Charts, Pareto Analysis, and Root Cause Analysis are vital at this level for maintaining quality during project execution (Juran & Godfrey, 1999).

The product level involves the scrutiny of deliverables to ensure they satisfy the defined quality criteria. Techniques such as Testing, Inspections, and Reviews are employed to verify compliance with standards. Feedback loops from product assessments inform process improvements at higher management levels, closing the quality management cycle (Feigenbaum, 1993).

Developing a Quality Performance Communication Plan

An effective communication plan is essential for transparency and stakeholder engagement in quality assurance activities. The plan identifies key report types such as Quality Status Reports, Non-Conformance Reports, and Audit Findings. These reports provide updates on quality metrics, issues detected, and corrective actions taken.

Stakeholders involved in these communications include project managers, quality assurance teams, executive sponsors, and clients. The frequency of communication varies based on stakeholder needs and project phases; for example, weekly quality review meetings for the core team, monthly reports for management, and quarterly reviews for clients (Pons, 1997).

Methods for communication encompass formal reports, dashboards, email updates, and workshops. Utilizing digital tools like project management software or Quality Management Systems (QMS) facilitates real-time tracking and dissemination of quality performance data. This structured communication fosters accountability and continuous improvement (Deming, 1986).

Closure of Quality Assurance Issues

Closing out quality assurance issues involves a formal process that verifies resolutions and documents lessons learned. Once corrective actions are implemented, issue resolution is assessed through verification activities such as testing and audits. If successful, the issue is documented as closed, and relevant stakeholders are informed.

Additionally, a post-issue review is conducted to analyze root causes and prevent recurrence. This closure process ensures that quality concerns are permanently addressed and incorporated into future quality planning, thereby enhancing overall project robustness and stakeholder confidence (Ishikawa, 1985).

Conclusion

Effective quality management across organizational, project, and product levels is crucial for meeting stakeholder expectations and ensuring project success. Leaders must play an active role in fostering a quality-centric culture, utilizing suitable tools and techniques, and maintaining transparent communication. A well-structured quality performance reporting and issue closure process further supports continuous improvement and project integrity.

References

• Deming, W. E. (1986). Out of the Crisis. MIT Center for Advanced Educational Services.
• Feigenbaum, A. V. (1993). Total Quality Control. McGraw-Hill.
• Garvin, D. A. (1988). Managing Quality: The Eight TQM Principles. California Management Review, 30(4), 32-41.
• Ishikawa, K. (1985). What is Total Quality Control? The Japanese way. Prentice-Hall.
• Juran, J. M., & Godfrey, A. B. (1999). Juran's Quality Handbook. McGraw-Hill.
• Oakland, J. S. (2014). Total Quality Management and Business Excellence. Routledge.
• Pons, D. (1997). Organizing for Continuous Improvement. Total Quality Management, 8(3), 273-283.
• Shahin, A., Iravani, S., & Perry, D. (2019). A systematic review of the literature on quality management: Frameworks, enablers, and barriers. Total Quality Management & Business Excellence, 30(13-14), 1623-1643.
• Standard & Poor's. (2018). Identifying Key Performance Indicators in Quality Management. Retrieved from https://www.spglobal.com
• Womack, J. P., & Jones, D. T. (2003). Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press.