The Project Management Institute’s (PMI) A Guide to The Project Management Body of Knowledge (PMBOK), Third Addition describes the Quality Management processes to “include all the activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it was undertaken” (p.179).
I guess I would like for you to think about programs (or projects) that you may have been on (or led) “that you wish the program/project would just die”? I am sure none of you have had the pleasure of that experience. However, these projects are usually painful because of some quality issue – some non-conformance issue. For example, the team missed defining a major work package in the Work Breakdown Structure, the team does not have the skills to do the work or, the program (or project) team completely missed the client’s expectations, or some other major event has occurred that just has the project team (and the client) miserable.
* Are you and your team clear on the Client Sponsor(s) Expectations? Completion Criteria? – On most programs and projects, the Client Sponsor(s) approve the funds and provides final approval on the final deliverables. So, why shouldn’t you, as the Program or, Project Leader make sure the project team is totally clear on the Client Sponsor(s) expectations? And, the Client Sponsor(s) Completion Criteria. Get this information understood, documented and approved early into the work effort (within the first two weeks if you can). Armed with this information, you and your program/project team can make better decisions throughout the program/project and improve your odds of satisfying the needs for which it