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Project Quality Monitoring
Services (PQM).
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Rationale
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The experience has shown that complex projects
need to devote resources to a
permanent monitoring of the project quality components, during all
the phases. It is best done by outside reviewers,
neutral and independent. Click here
for a short summary (opens in a new window).
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Why is it necessary?
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If all the tasks are done well and defined during
the early days of the
project, why should the Project Manager need an outside focus on
quality?
In nearly all sectors one proceeds in a continuously changing
environment. New challenges come along during the course of the
project, people change jobs, partners are added or leave the project,
or the initial specifications or estimates were not realistic enough.
The boat must keep heading towards the shore, while taking into account
the changing weather, sea conditions and hidden
hazards. The captain must rely on a compass onboard
but also on an observer from the
harbour.
Another reason is the cost of failures.
In the current economic environment, one cannot afford financial risks
due to poor quality.
Very often, Quality Management consists of a small part of the project
team’s allocated worktime, which often faces the risk of erosion.
Finally, the methodology is an excellent answer to
the current emphasis on impact,
visibility of actions taken, in practically all domains: voters want to
see the evidence of results achieved by actions taken by politicians,
stakeholders expect results, workers want to understand the impact of
measures taken by management, etc...
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What is the PQM methodology?
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It is a systemic discipline
helping project managers:
- to assign critical success factors (CSF’s);
- to agree on KPI's (key performance indicators)
of those CSF’s;
- to agree on measurement methodologies;
- to agree on the effective measurement tasks;
- to continuously assess the project, and build
contingency plans or risk mitigation actions.
The rest of the actions towards a thorough Quality
Plan flows naturally
from this CSF discipline (such as the deliverable quality, the review
calendar, etc...).
The experience has shown that it is best performed by outside
independent project observers who will provide a neutral, professional
view to the project, adding the discipline of a systemic approach.
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The benefits
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Quality Project Monitoring:
- Delivers a record of progress against agreed
KPI's (key performance indicators) and targets;
- Provides an independent look by a neutral
party, treating all parties equally with no vested interest, and
ensuring a constant outside presence;
- Is a top down, systemic approach, bringing
standards and objectivity to the whole process;
PLUS
- Can question initial specifications and
estimates at the outset;
- Gives an opportunity to consult with an
outside party on areas of confidentiality before making decisions;
- Provides material on the quality of a project
for the funding authority both internal and external.
- Adds very high value due to its leverage for a
small share of project cost.
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Targets
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The approach is aimed more at “development “
projects rather than at “production”
projects, where the quality focus is well covered by traditional
concepts. Having said this PQM does work with both.
A
large part of development projects is comprised of exploration of
unknown
grounds,
hence a need for special attention.
The methodology fits well with transnational projects involving
different
partners with a variety of cultural and technical backgrounds.
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Features
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The PQM team will help the project manager, and
the partners associated in the
project, to design and execute a thorough Project Quality
Plan. It is
recommended to involve the PQM team as early as project design time.
It will interact with the stakeholders to achieve success for the
project and
will provide constructive and objective recommendations during all
phases of the
project.
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Focus
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The PQM team will particularly focus on the:
- risk analysis: identify and categorise all
potential internal and external risks to
the successful delivery of the project. Suggest mechanisms for risk
mitigation
and if needed, propose contingency;
- understanding of the critical success factors
of the project components;
- assistance in defining the key performance
indicators, and their
measurement;
- sharing of common standards (communication,
definitions, data, industry
specific standards...);
- initial project assumptions: needs analysis,
requirements and
specifications;
- understanding of the project partners
expectations;
- establishment of the Quality monitoring
process, and the presence of a Quality Plan in all work packages;
- dissemination of a Project Quality discipline,
involving also the
subcontractors if any;
- set up of periodic reviews, featuring a review
of the potential impact
of strategic decisions taken during the course of the project, and in
case of
major discrepancies, a root cause analysis ;
- validation process (tests, feedback, KPI's
measurements) and the conformity control;
- review of all deliverables (Quality control
activities will be focused
on the deliverables, while Quality assurance activities will look at
the process
used to create the deliverable), including the financial aspects;
- demonstration of the feasibility.
The
actual features of the consulting engagement will vary, depending on
the
nature of the project; it can be tailored to customer focus and needs.
For instance it can be used as a preliminary feasibility study.
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Quality plan for deliverables: the 6 C’s
A complete process for deliverable
review is put in place.
– Complete: accurate representation of the work,
SWOT analysis;
– Clear: easy to understand, well structured and focused, translation
readiness if necessary;
– Concise: focused on the essential topics;
– Consistent: with the other parts, in terms of vocabulary,
definitions,
concepts, standards;
– Correct: without mistakes or omissions;
– Credible: workable output, involving sufficient testing, and covering
the
initial objectives.
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Services
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The services are provided by a network
of International Consultants, all with a
considerable experience in Project Management, Project Evaluation,
Project
Auditing, in various industries.
They are totally independent and will provide a neutral, professional
view to
your project, adding value, precision, and safeguarding the project
against
potential problems.
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Where is it applicable?
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It is applicable to a large variety of projects,
such as:
- Government funded projects (national, regional or international
projects such as project funded by the EU, the World Bank, the UN), and
where the discipline of the partners is of utmost importance for the
success;
- Change Management projects: new work or institutional organization
with an impact on human resources, or on a population;
- Major sectorial projects, such as construction and transport projects;
- Projects in the service industry;
- Launching a new product or service;
- Investment projects;
- Environmental projects;
- Development Cooperation projects;
- Disaster Management projects;
- Political projects, such as political reforms, with an impact on the
citizens;
- Research projects;
- Complex IT projects.
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How to proceed? Ask for quotation
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Send an email to info@project-quality-monitoring.com
or a message via SKYPE (address: newmindskype)
with a description of your project, and we will start to work on a
price quotation.
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Examples
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Project A
Leonardo Project (UK): the PQM team helped to identify the critical
element of
the project (5 countries involved), being in this particular case, the
rythm of
interviews the partners were committed to undertake. They had to be
delivered
within a given timeframe. Hence the establishment of control points,
via the PQM
team, focusing on the interviews, the content, the difficulties. This
lateral
vision, from the quality experts, helped the project to keep its
commitments.
Project B
Federal government (Belgium): the quality team documented and critiqued
the
initial options of the project, and produced a thorough analysis of the
interim
report, at the end of the project. It contributed to solving an issue
between
the client and the supplier, since the client personnel shifted
entirely during
the period. The external observation from an invariant observer
provided neutral
advice.
Project C
Leonardo Project (Hungary): project involving partners from 3
countries, the PQM team assisted the Project Manager to identify
the critical success factors of the project and the risks, and to set
up adequate performance indicators and risk mitigation actions in every
component. An in depth analysis of the mid term achievements was made,
corrective actions taken and at the end, a thorough project
evaluation phase took place.
Project D
Erasmus project (Germany): the commitment of external evaluators from
the start
of this Education and Technology project, has made possible a close
monitoring
of the activities and has allowed to avoid deviations both in terms of
project
achievement and duration. At the end of the project it has also played
an
important role in succeeding to get a national grant for three more
years, which
contributed to the sustainability of the project.
Project E
Transfer of Innovation Project (Hungary-Romania-Finland): the project
involved 5 partners, from 3 countries. A strong focus was put in the
risk management since the beginning of the project, because there was a
visible exposure about the lack of commitment to collect enough pilot
cases, which was a key target of the project. The PQM work was highly
praised by the external auditors at the interim phase. Then during the
second half, the focus was put on the evaluation of the achievements
against agreed standards, so that the project was able to show ample
evidence of success in the various activities.
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