1. Describe W. Edwards Deming’s PDCA model.

The PDCA Cycle is a paradigm for continuous quality improvement and learning that
consists of a logical sequence of four recurring steps: Plan, Do, Check, and Act. The
Deming Cycle, or Deming Wheel of Continuous Improvement Spiral, is another
name for the PDCA cycle. The PDCA Cycle may help a company stand out from the
competition, especially in today's business world, when anything that can help them
optimize their processes to save money, enhance profits, and improve customer
satisfaction can help them gain a competitive advantage..

2. PDCA Cycle (also known as PDSA Cycle), is a continuous quality

improvement model
3. consisting out of a logical sequence of four repetitive steps for continuous
improvement and
4. learning: Plan, Do, Check (Study) and Act. The PDSA cycle (or PDCA) is also
known as the
5. Deming Cycle, the Deming wheel of continuous improvement spiral. The PDCA
Cycle can help
6. differentiate a company from its competition, especially in today’s
corporate world, where
7. anything that can help them streamline their processes to reduce costs,
increase profits, and
8. improve customer satisfaction can offer an advantage.
2. How does W. Edwards Deming’s Plan step relate to project management and how
can operational auditors verify that management has effectively implemented this step?

PDCA is linked to project management because it encompasses everything of

the latter. Actually, we do project management, particularly in science-related projects,
where we plan first and then implement a matching action in which we test our plan.
There is also a check from planning to testing phase before acting to ensure that there
are minimal disruptions. By enhancing control and making the PDCA cycle a part of how
a firm operates, it reduces risk when adopting change. It also fosters a commitment to
continuous improvement and betterment, which allows a company to remain
competitive and improve and adapt over time.

3. List three reasons project planning should include a risk assessment. 

Risk assessment should be included in project planning because first it ensures

that risks are identified and prioritized, and that project issues are communicated to the
organization and project stakeholders early and effectively. Then, as team buy-in and
acceptance are guaranteed, it becomes an excellent team-building tool. And third, risk
management not only assists in avoiding crisis situations, but also in remembering and
learning from previous errors. This increases the likelihood of a successful project
completion and decreases the risks associated with it.
4. Describe five key steps that an operational auditor should perform when auditing an
organization’s PMO. 

The operational auditor should ensure that project status and review meetings
are held on a regular basis, and that the project's alignment with the organization's plan
is confirmed. This will aid in identifying and correcting deviations, as well as, in the
worst-case scenario, canceling hopeless initiatives as soon as it becomes clear that
they no longer satisfy the organization's needs. He or she must also detect and handle
unfavorable situations that jeopardize the project's success, such as uncertainty arising
from a lack of awareness about events and opportunities that can be used to propel the
project forward. The risk assessment should then be completed; he or she must identify
and analyze the risk to the project's successful completion. Organizations, industries,
and locations should all have their own risk classifications. Controlling quality, risk,
budget, scope, and schedule are also critical for project success, but given project
management's poor track record, enterprises must employ a balance scorecard to
examine quantitative and qualitative elements across technical and non-technical
sectors. Finally, the value of good project management cannot be understated.
Hundreds of millions of dollars could be lost, business developments could be delayed,
and customer service could be jeopardized.

5. Describe three reasons individuals resist change and indicate what should be done to
correct them.

First is when the rationale for the change is unclear, especially if the workforce
does not grasp the necessity for change, resistance is likely. Furthermore, people will
only take active moves toward the unknown if they honestly believe, and perhaps more
crucially, feel, that the risks of standing still are greater than the risks of pushing forward
in a new direction. Third, there is a lack of expertise, which is a fear that few people
acknowledge to. However, sometimes organizational change involves skill adjustments,
and some employees may fear that they won't be able to make the shift smoothly.