TOTAL QUALITY

PROJECT MANAGEMENT

click: Part1a,      Part1b,      Part2,

by

Jürgen RAUSCHL, M Eng/P Mgt; G Dip E Eng; CPE.

Second Edition 1997

Printed and bound in Australia by PMTC

Project Management & Training Consultants

Victoria, Australia
 

To purchase a copy of the book (AUS$48) contact "mail@melburnebookings.com.au"

ABSTRACT

The selected topic "Total Quality Project Management (TQPM)" identifies and demonstrates the need for the application of a Total Quality Management System when implementing Projects.

The contents of this book outlines how the project manager, as acting quality facilitator, is central to and influences of a project organisation.  The author considers that a structured approach to quality management within project management is necessary for developing and operating a continuous improvement process and concludes that project managers may be well served by gaining more knowledge of quality management techniques and the development of quality management systems.

The primary objective is to present the theory of a total quality management project structure which is essential for a well run project design and implementation process and to develop a project organisation quality manual including a description of all the processes necessary to manage projects.

In conclusion the author was able to demonstrate the close relationship between quality management and project management, the transferability of the managerial elements of project management learning and the non-transferability of the technical or industry specific elements of project management.  A comprehensive register of authors in Appendix, Section 8 & 9 allows a detail study of most of  the management processes described in this book.

 
 TABLE OF CONTENTS

PREAMBLE

In developing this text it was the authors intention to offer a practical and realistic approach to the study of project management through development of effective Quality Management Stratagems. 

Quality Management should not be seen as an addendum to the other elements of management but rather as an integrated part or even as the most quintessential element.  This applies equally to functional management within a conventional organisational setting as it does to Project Management.  Quality management is therefore not something to be thought of after the project organisation is established but as the essential first step.  Once the “Quality Management System” (QMS) is established the project organisation can operate at its best, in an ever monitoring and improving manner.

A well developed Quality Management System provides the benefit of continuous improvement.  To allow a total practical approach and understanding of “Total Quality Project Management” (TQPM) it was necessary to separate the subject into two distinct parts. 

Part I -  describes development of a quality management system for Turn Key Projects through the development of appropriate policies, procedures, work instructions and associated forms. 

Part II - provides some theoretical background on the  discipline of project management and its integration with total quality management.

The term “Total Quality Project Management (TQPM)” was possibly used the first time, by this author, during a series of lectures and workshops in 1990 / 91.  Since then it has become more obvious that all managerial disciplines require the support of a Total Quality Management Strategy. 

KING-SIEM (1978) defines Total Quality Management Strategy as: "A process for creating a total quality culture change by the implementation of the 7 key elements of Quality":

1.      Management behaviours through leadership and reinforcement of fostering quality as the underlying business principle behind all actions;

2.      Through visions, policies and principles that reinforce a quality

          culture and the focus on achieving customer satisfaction;

3.      Benchmarking and the goal of becoming "best of the best" in

          both what we do and the manner in how we do it;

4.      Reducing the cost of quality through prevention of errors at the start;

5.      Meeting all customer requirements, internal and external,

          through the continuous improvement process;

6.      Problem solving of systematic processes through teamwork

          and employee involvement; and the

7.      Use of statistical tools, advanced manufacturing technologies

          and quality management techniques to fully realise customer

          requirements.

King-Siem emphasises that usually the complexity of most business processes is such that total co-ordination, for improvement, is beyond the control of any one individual and a team approach has the following advantages :-

1.      A greater variety of problems may be tackled;

2.      Problems are exposed to greater diversity of knowledge, skill

            and experience;

3.      The approach is more satisfying to team members and boosts

            group morale;

4.      The problems which exerts cross departmental or functional

          boundaries can be dealt with more easily; and

5.      The recommendations are more likely to be implemented when developed by the team than if they are only raised in isolation by individuals.

Creation of a TQM culture requires top management commitment and direction to ensure the right attitude for improvement exists.  It also requires a well developed Quality Management System (QMS) which defines managerial processes and describes how they are to be integrated with all internal and external Customers, Suppliers and related Service Providers.

In project work, the project manager has the added responsibility as Quality Representative and TQM facilitator.  A TQM facilitator must define and quantify problems, and these need to be solved by utilising the established quality techniques and harnessing inputs from all team members. 

The facilitation process is underpinned by:

1.      Understanding customer needs;

2.      Understanding the role of Quality Management;

3.      Understanding what is required in order to achieve total quality.  N.B. The outputs must be measurable in an ongoing manner to enable comparison and adjustment;

4.      Understanding the need to acquire new skills and to utilise them to solve problems and seek improvements.

The functional role of the TQM facilitator is to be proactive as prevention of quality variance during operations is preferable to detection after the occurrence. 

The role of the TQM facilitator is:

1.      Encouraging the quality improvement process;

2.      Promoting the "partnership" in quality relations between Customers and Suppliers;

3.      Monitoring and evaluating progress of the whole quality improvement process;

4.      Planning, managing, auditing and reviewing quality management systems;

5.      Planning and providing quality training, counselling or consulting services within the group. 

6.      Giving advice on establishment of quality systems and process controls in different areas;

7.      Giving advice on all relevant statutory / legislative enactment’s, and

8.      Inclusion of relevant quality management elements in work or process instructions and procedures.

A project manager will gain staff commitment through ‘sharing in the successes’ of the team through his/her involvement in the quality process.  Through the development of personal pride, trust and accountability for results management instils confidence and improves worker competence and longer term dedication.