Quality Management in Projects and Services

This assignment delves into the critical role of quality management in both projects and service industries. It examines core principles, methodologies, and practical tools used to achieve high-quality outcomes. The text explores diverse examples from various sectors, including construction, healthcare, and technology, highlighting the implementation and impact of quality management strategies.

Running head: PROJECT QUALITY MANAGEMENT PLAN
Project quality management plan
Name of the student:
Name of the university:
Author Note

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Executive summary
The report has discussed the method in which the quality management in project delivers adequate
controls and standards. It has demonstrated the arguments regarding the necessity of legal issues,
training and cultural awareness. This also includes the ethic cultural differences and the IT or
Information Technology PM legal issues.

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Table of Contents
1. Introduction:......................................................................................................................................3
2. Providing of adequate controls and standards by project quality management:...............................3
2.1. The standards:.............................................................................................................................3
2.2. The controls:...............................................................................................................................5
3. Arguments for the need of cultural awareness, training and legal issues:.........................................7
3.1. The cultural awareness:..............................................................................................................7
3.2. The training:................................................................................................................................9
3.3. The legal issues:........................................................................................................................10
4. IT PM legal issues and ethic cultural differences:...........................................................................11
4.1. The Information Technology project management legal issues:..............................................11
4.2. The ethic cultural differences:..................................................................................................12
5. Conclusion:......................................................................................................................................13
6. References:......................................................................................................................................14

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1. Introduction:
The quality management plan has been an intrinsic element of the PM or project management
plan. Its aim is to analyze how the quality must be managed across the project’s lifecycle and
defining the way in which the team could support, communicate and implement the quality practices
(Phillips, 2013).
The plan project quality management has been essential for managing the global teams in the
project. The following report is prepared on how this phenomenon is relevant in providing sufficient
controls and standards.
The report discusses the way in which the quality management in project delivers adequate
controls and standards. Then it demonstrates the arguments regarding the necessity of legal issues,
training and cultural awareness. It also includes the ethic cultural differences and the IT or
Information Technology PM legal issues.
2. Providing of adequate controls and standards by project quality management:
2.1. The standards:
The “quality” is regarded as the degree up to which the requirements are fulfilled by any
project (Kheni & Ackon, 2015). The planning of quality management recognizes the procedures and
policies of quality regarding to project. This is for both the project process and deliverables defining
who has been responsible regarding what and the compliance of documents.

4PROJECT QUALITY MANAGEMENT PLAN
Any ideal quality management plan has been identifying the following components.
The objects of the
quality review
The quality
standards
The quality measure The methods of the
quality evaluation
The project process The process quality
standards
The expectation of
stakeholders
The activities of
quality assurance
The project
deliverables
The deliverable
quality standards
The satisfaction of the
customers
The quality assurance
activities
The brief discussion of the every elements of the quality management plan is illustrated
through the following table.
A brief understanding of the standards of every elements of the quality management plan is shown
below.
The Deliverables and
the Processes of the
Project
The primary project deliverables and the processes that
have been subjected regarding the quality review.
The Deliverable
Quality
They are those "measures" that have been utilized for
determining the successful results for the deliverable. They
might vary depending on the kind of project of information
system (Corona-Suárez, AbouRizk & Karapetrovic, 2014).
The Customer
Satisfaction
This describes when every deliverable has been completed
and acceptable as per as the definition provided through the
customers. These deliverables have been tested against

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those criteria.
The various
standards of Process
Quality
These have been regarded as the standard "measures" for
determining the processes of project work that being
followed.
The expectations of
the stakeholders
This has been described as the project process that has been
effective. This becomes when it is defined by project
stakeholders.
Activities of Quality
Control
These monitor and confirm that the deliverables of the
project meet the standards of defined quality.
Activities of Quality
Assurance
These are the activities of quality assurance. This is used for
controlling and confirming the processes utilized for
managing and creating various. Deliverables. These
deliverables are been followed and very much effective.
2.2. The controls:
For ensuring the quality control and assurance the usage of various quality tools, techniques
and program inputs are to be included. The process of “Perform Quality Control” of the knowledge
area of “Project Quality Management” possesses different quality tools, techniques and program
inputs used in the process of Perform Quality Assurance (Schwalbe, 2015). They are shown in the
following figure.

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Figure 1: “The quality tools, techniques and program inputs”
(Source: "Seven Quality Tools | ASQ Toronto Section 402", 2017)
Some of the controls are described below.
Cause and Effect Diagrams
They are utilized for identifying the root causes of the existing and potential problems.
Control Charts
They have been used for illustrating the process stability. The quality control tool has been
gauging the behavior of any process in time.
Flow-Charting
This is needed to follow the process flow for determining the existing and potential issues in
the overall process.
Thevariouscontrols

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Histogram
It is regarded as the graphical representation of the various event frequencies.
Pareto Chart and Pareto Analysis
This shows the Probability Density along with the Distribution Function.
Run Charts
This has been the series of recorded data in due time. This has been represented graphically
(Low & Ong, 2014).
Inspection
This has been including the reviewing of the product for viewing if it has been meeting the
quality norms defined. The conducting of reviews has been an instance of inspection (Levin, 2014).
3. Arguments for the need of cultural awareness, training and legal issues:
3.1. The cultural awareness:
The culture of the quality is the tool for the change management. It has been delivering the
guidelines on the transformational change from the present organizational culture to what has been
totally embodying the quality. Since the scope of the initiative of the transformational change has
been huge, the culture of quality has been integrating the considerations of the “human” and
“process”. This has been also including the strategies needed to create the culture of the quality
(Chartier et al., 2017). The following table demonstrates how the cultural awareness has been
addressing the human and process sides of the change in every foundational element.
Foundation element towards One example of Human side One example of Process side

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culture of changing of changing
Leadership Has the leaders been trained in
quality management?
Has there been any process for
holding the staffs accountable
to quality improvement?
Employee Management What have been the sources of
the employee resistance
against the quality
improvement?
How have been the staffs
accounting for the time
dedicated to the QI?
Customer Focus Have the staffs being valuing
the customers and
understanding the significance
of assuring client satisfaction?
Has there been any process to
assess the satisfaction and
needs of customers?
Teamwork and
Collaboration
Have there been any member
voices of the individual teams
respected and values under the
organizational teams?
How have the team
performance been monitored?
Infrastructure Have the employees been
engaged in developing the
performance management
system?
How the organizational
performance been measured?
The continuous process
improvement
Have the quality improvement
success been celebrated and
recognized?
How have been the quality
improvement projects been
selected?

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3.2. The training:
The reason for the development stage has been to generate the approaches to meet the
training goals of the quality systems. There have been four steps. They are the ranking the training
goals, defining success, comparing the present training resources based on quality and verifying and
documenting the outcomes (Zeng et al., 2015).
Rank the Training Goals:
There have been various methods for ranking the training goals for establishing the priorities.
The selected ways could involve the understanding of the needs of the stakeholders and the usage of
constant criteria.
Defining success:
This generates the unified knowledge about every training goals and helping to avoid the
confusions during the development of the program. This also describes the expected outcomes such
that it becomes clear while the success is gained.
Comparison of the training resources of the present quality system to the training goals:
This step is meant to research on the training related to quality presently offered and the
training aims met by the training. A course evaluation matrix could be developed to the document as
any current training resource meets every training goal (Olafsdottir, 2016).
Verifying and documenting the results:
Every data must be verified through the people who have been familiar with the training
goals and courses. The extreme outcomes of the phase is documented in the report format and then
shared with the proper employees.

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3.3. The legal issues:
Recognizing whether the legal issues have been applying to the development efforts in
quality management plan has not been simple always. There have been possible factors like the
efforts under the well regulated organizations, awareness regarding the service level agreements and
the federal or state agencies overseeing the aspect of the industry. The asking of the proper questions
have been helping and determining the answers that are equally significant. Only the corporate
counsel is aware of whether any specific legal issue is applied to the company (Wagner et al., 2014).
Though the research must be thorough, the incorporation of the question answer process has been
defined well. The real legal elements have been determined by the legal counsel and the federal and
state agencies.
4. IT PM legal issues and ethic cultural differences:
4.1. The Information Technology project management legal issues:
They are the following:
Project Terms –
This has been including the project timeline. It has been stating who should work and
manage the project. This has been including the change order clause and the unforeseen expenses.
Outsourcing –
It determines as any external supplier, vendors and resources are needed, how these sources
could be monitored (Papp, 2014).
Communication –

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It determines the amount of communication between the organization and the client. As it is
on a weekly basis, that must be indicated. The written communication must be preferred and it must
be made sure that the company outlines as the communication is verbal or in fax or email format.
Risk Insurance –
This determines whether there has been sufficient project or the business liability insurances
in the situation of litigations. The theft insurance of the employee is to be determined. The insurance
career must be checked. Most of the time it has been delivering the training of risk management for
helping to avoid the unwanted litigation (Handschu et al., 2014).
Arbitration or Mediation Clause –
The lawsuits and the court battles could cost about thousands of dollars amount. For
preventing that, it must be made sure that the attorney incorporates the arbitration and meditation
clause. This has been forcing both the parties in entering into the external source of court for
resolving the disputes. As it has not been free to mediate, however, it has been certainly less
expensive.
4.2. The ethic cultural differences:
In order to have success in the current global economy, more and more organizations have
been depending on the workforce which is geographically dispersed. They have been creating teams
offering the best functional professionals across the world. They have been drawing the advantages
of the international diversity and bringing the people together from various cultures with various
work experiences and perspectives on the organizational and strategic issues.
However the managers actually leading the global teams have been against the extreme
challenges. To create the successful working groups has been difficult as everybody has been local

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and sharing the same space at office. Despite that as the team members have been coming from
various functional backgrounds and countries and performing at various locations. The
communication could deteriorate rapidly. The misunderstanding has been ensuing and the
cooperation has been degenerating into distrust (Wagner et al., 2014).
One of the primary distinctions between the working global teams and those that have not
been lying at the social distance level is the degree of the emotional connection amongst the team
members. Coworkers separated geographically however could not easily align and connect (Heinrich
et al., 2015). Hence they might experience the huge levels of struggle and social distance to develop
the effective iterations. The mitigation of the social distance thus turns to be the main challenge of
management for the global team leaders.
5. Conclusion:
The planning of quality management recognizes the procedures and policies of quality
regarding to project. Any ideal quality management plan identifies the components that are the
project process and project deliverables. The culture of the quality is the tool for the change
management. The process of “Perform Quality Control” of the knowledge area of “Project Quality
Management” possesses different quality tools, techniques and program inputs used in the process of
Perform Quality Assurance. Examples of the include flow-charting, run charters, histogram, Cause
and Effect Diagrams and many more. The foundation elements of culture in quality management are
the leadership, employee management, team and collaboration, infrastructure, customer focus, the
continuous process improvement. The reason for the development stage has been to generate the
approaches to meet the training goals of the quality systems. There have been four steps. They are
the ranking the training goals, defining success, comparing the present training resources based on
quality and verifying and documenting the outcomes. The Information Technology project

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management legal issues discussed in the report are project terms, outsourcing, communication and
risk insurance.

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6. References:
Chartier, L. B., Cheng, A. H., Stang, A. S., & Vaillancourt, S. (2017). Quality improvement primer
part 1: Preparing for a quality improvement project in the emergency department. Canadian
Journal of Emergency Medicine, 1-8.
Corona-Suárez, G. A., AbouRizk, S. M., & Karapetrovic, S. (2014). Simulation-based fuzzy logic
approach to assessing the effect of project quality management on construction
performance. Journal of Quality and Reliability Engineering, 2014.
Handschu, R., Scibor, M., Wacker, A., Stark, D. R., Köhrmann, M., Erbguth, F., ... & Marquardt, L.
(2014). Feasibility of certified quality management in a comprehensive stroke care network
using telemedicine: STENO project. International Journal of Stroke, 9(8), 1011-1016.
Heinrich, S., Irouschek, A., Prottengeier, J., Ackermann, A., & Schmidt, J. (2015). Adverse airway
events in parturient compared with non‐parturient patients. Is there a difference? Results
from a quality management project. Journal of Obstetrics and Gynaecology Research, 41(7),
1032-1039.
Kheni, N. A., & Ackon, F. (2015). Impact of Total Quality Management Practices (TQMPs) on
Construction Project Quality Performance in Developing Countries: Study of Construction
Businesses in Ghana. International Journal of Management Science, 2(3), 35-51.
Kwon, O., Lee, N., & Shin, B. (2014). Data quality management, data usage experience and
acquisition intention of big data analytics. International Journal of Information
Management, 34(3), 387-394.

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Levin, G. (2014). Project Quality Management: Why, What and How. Project Management
Journal, 45(5).
Low, S. P., & Ong, J. (2014). Quality Management. In Project Quality Management (pp. 29-36).
Springer Singapore.
Olafsdottir, H. (2016). Announcement of the IPMA Research Awards 2015. International Journal of
Project Management, 34, A1-A2.
Papp, J. (2014). Quality Management in the Imaging Sciences-E-Book. Elsevier Health Sciences.
Phillips, J. (2013). PMP, Project Management Professional (Certification Study Guides). McGraw-
Hill Osborne Media.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Seven Quality Tools | ASQ Toronto Section 402. (2017). Asqtoronto.org. Retrieved 9 September
2017, from http://asqtoronto.org/resources/quality-tools/seven-quality-tools/
Wagner, C., Groene, O., DerSarkissian, M., Thompson, C. A., Klazinga, N. S., Arah, O. A., ... &
DUQuE Project Consortium. (2014). The use of on-site visits to assess compliance and
implementation of quality management at hospital level. International Journal for Quality in
Health Care, 26(suppl_1), 27-35.
Wagner, C., Groene, O., Thompson, C. A., Dersarkissian, M., Klazinga, N. S., Arah, O. A., ... &
Lombarts, K. (2014). DUQuE quality management measures: associations between quality
management at hospital and pathway levels. International Journal for Quality in Health
Care, 26(suppl_1), 66-73.