Question1: The Importance of Quality
Thereare various consequences associated with the lack of not effectivelyor properly performing quality on a project (Marchewka, 2006). Forinstance, failure to perform quality on a project can lead to anembarrassment not only for the Project Manager but also for theproject team as well as the project organization (Marchewka, 2009). Lack of performing quality on a project will also make the project tobecome unable of satisfying the needs for which it was initiallyundertaken (Schwalbe, 2010). It should therefore be noted thatindeed, failure to meet the requirements or standards on quality canresult in not only negative consequences for the general projectstakeholders but also have a negative impact on the other objectivesof the project (Marchewka, 2009). For a project who is onlyinterested in getting a particular project done cheaply and asquickly as possible, I will stress the importance of quality byinsisting that the project can be completed quickly but eventually itwill have costly errors in future.
Thereare various measures of success that I would provide in order toassure the Project Sponsor that proper quality standards have been ona project and this will include ensuring that the set tasks arecompleted within the set time frames and ensuring that only qualifiedand competent personnel are employed to work on the project(Marchewka, 2009). I would also assure the sponsor regarding theproper or effective quality standards that have been made on aparticular project by ensuring that the portfolio of the peopleworking on the people is provided to the Project Sponsor who will beassured of their professionalism (Marchewka, 2006). The updating of aproject’s quality standards on a dash board is something thatshould be done constantly to ensure that only the best quality isachieved (Marchewka, 2009).
Indeed,projects should be structured in a manner which would ensure that thebudget and schedule overruns should be vetted through a process forthem to get approved. This will actually prevent any form of fraudwhich the stakeholders who are involved in the project may want tocommit (Marchewka, 2006). By vetting such issues, this will ensurethat a high level of not only professionalism is upheld but it willalso ensure that high levels of transparency and accountability areupheld in the organization (Mulcahy &Diethelm, 2011). Thebenefits of having such processes in order to approve such changes isto ensure that the personnel involved in such projects do not easilyacquire funding without clear explanations and objectives. This willalso ensure that there is no wastage of funds and resources in theorganization. The detriments of such a process are that it will leadto delays in the finalization of the project due to the vettingexercise.
ResourceLevelling would definitely lead to a lengthening of the time scheduleand an increase in costs because fewer personnel will take a lot oftime completing a task which willdefinitely imply that highercosts will have to be incurred to pay the few workers who will alsotake a lot of time to complete the work (Mulcahy &Diethelm,2011). However, allocating some few workers the task and ensuringthat they achieve their maximum will not only lessen the time frameof the project but it will also ensure that lesser costs are incurredin implementing the project (Marchewka, 2006). To order to avoidresource levelling, the Project Managers should have a clear pictureof the people required to perform a particular task, their experienceand the time frame. In most cases resource levelling normallylengthens the schedule and increases the costs. Project managersshould also ensure that the right people are placed in the rightjobs.
Marchewka,J. (2006). Information technology project management. NewYork: Wiley India Pvt. Limited
Marchewka,J. (2009). Informationtechnology project management. (3rd ed.).Hoboken, NJ: John Wiley & Sons, Inc.
Mulcahy,R., &Diethelm, L. (2011).Rita mulcahy`spmp exam prep.(7th ed.). Minnetonka, MN: RMC Publications, Inc. Retrieved fromhttp://www.rmcproject.com/index.aspx
Schwalbe,K. (2010). Information technology project management, 6thEd. London: Cengage Publishers