Milestone Two

Sun Devil Quality Consulting

Introduction - Hanna
Our team of project managers and quality experts are here to teach EverGreen team members the
importance of quality management. Breaking down the basics such as the quality management
stages, implementing the defined processes, and exploring the benefits of confronting quality
early. Our training will address six key attributes: quality planning, implementing quality
assurance, effective quality control, continuous improvement, boosting stakeholder engagement,
and integrating risk management. Through our training materials we will help EverGreen
employees feel confident in their abilities to produce projects that exceed expectations and
promote organizational alignment.

Overview of Presentation Format - Hanna

Our presentation will be created using Canva, a creative application. We will use a slide deck
format for the EverGreen quality training materials. The presentation will be narrated by our
team of project managers. Each project manager will narrate the section they completed based on
milestone one and two. We feel that having a visual presentation that is narrated will boost
engagement and comprehension throughout the training.

Roles Of Management - Carla

The roles of management can differ depending on the complexity of a project or the mission/goal
of an organization. Management consists of functions such as planning, organizing, staffing,
leading, and controlling. For Evergreen our management will of course use these five functions.
However, to personalize it a bit more, our management will build a culture based on consistent
growth and improvement that will satisfy our customers and stakeholders. The key word is
consistency, we want our management team to all continue to gain engaging, informative,
learning materials that implement quality and customer satisfaction so that they can consistently
introduce this energy to our customers and stakeholders.

Key Attributes

1. Quality Planning - Tatum

“Quality Planning requires the importance of identifying all project standards,
requirements, deliverables, and documentation of compliances utilized in the project
process” (Rose, 2014). Quality planning also will recognize all customers' levels of
 importance including all internal, external, and hidden customers influenced within the
project scope (Rose, 2014). Evergreen will implement the quality management plan
developed to ensure proper quality planning is performed and achieves the established
project direction. The quality management plan is the foundational framework for
measuring quality success.

2. Implementation of Quality Assurance Processes - Tatum

The implementation of quality assurance is the application of set defined activities that
ensure a level of confidence that the project will conform to all quality requirements
(Rose, 2014). The quality assurance process documents and compares the performance of
the project to the targets, created within the project plan (Rose, 2014). Attitudes toward
creating the assurance activities will have disciplined guidelines to ensure there is
cohesive effectiveness by establishing the metrics, specifications, and auditing processes
required. The quality assurance plan will include a description of the assurance activity
and designate the responsibility to the entity.

3. Effective Quality Control Mechanisms - Carla

Evergreen will implement multiple effective quality control mechanisms that will prevent
our project team members from feeling undertrained, and not ready to tackle their role,
which will ultimately affect the quality of customer service and the team's improvement.
Any organization needs to have quality controls in place to ensure that the quality of the
product is there, without it a business's success rate drops. One way Evergreen will
implement quality control is by verifying that new team members are aware of the service
we want to provide, this can be done by new team members having someone shadow
them. Another way is by having Evergreen employees get shopped by someone in the
company every few months to see if they are providing quality customer service, even
after training.

4. Cultivating A Culture of Continuous Improvement - Tyler

For Evergreen management staff, the cultivation of a culture of continuous improvement
catalyzes fostering a dynamic and resilient organizational culture. By prioritizing this
attribute, Evergreen can ensure sustained relevance and adaptability in the face of
evolving market dynamics and customer expectations. This culture promotes perpetual
learning and innovation, enabling the management staff to remain at the forefront of
industry trends and best practices, thereby fostering a competitive edge that is critical for
long-term success.

Furthermore, “The plan-do-check-act cycle provides a disciplined approach for

continuous improvement based on either identified problems or opportunities” (Rose,
2014). Cultivating a culture of continuous improvement empowers the evergreen
management staff to foster a proactive approach to challenges and opportunities. By
encouraging a mindset that values experimentation, risk-taking, and adaptive problem-
 solving, organizations can remain agile in their responses to changing market demands,
technological advancements, and competitive pressures. This proactive stance not only
allows the management staff to anticipate and mitigate potential risks but also positions
them to capitalize on emerging opportunities, thereby fostering sustained growth and
profitability.

5. Encourage Stakeholder Engagement - Tyler

In the context of Evergreen management, the active engagement of stakeholders is
paramount for fostering enduring relationships and sustainable business success. By
encouraging stakeholder engagement, organizations such as Evergreen can establish a
robust framework for cultivating trust, transparency, and mutual understanding. This
fosters a collaborative ecosystem where stakeholders feel valued, heard, and empowered,
thereby fostering a sense of collective ownership and commitment to the organization's
long-term goals and vision.

Moreover, active stakeholder engagement enables the evergreen management staff to

leverage diverse perspectives and expertise in shaping strategic decisions and operational
initiatives. By involving stakeholders in the decision-making process, organizations can
tap into valuable insights that can inform product development, service enhancements,
and market expansion strategies. “This mindset dramatically increases the likelihood of
establishing a connection or relationship” (Richardson, B. 2015). This collaborative
approach not only enhances the organization's capacity to meet the evolving needs and
expectations of its stakeholders but also fosters a culture of innovation and co-creation,
ensuring that the organization remains relevant and responsive to the changing demands
of its target audience.

6. Integration Risk Management Strategies - Hanna

Risk management is one of the keys to project success. This process is often broken up
into five stages: identify, evaluate, analyze, treat, and monitor. While risk management is
used on a general level for projects, it is also highly beneficial when specified for quality
management. The focus when managing risks is the probability of achieving our goals
and mitigating some of the obstacles that may prevent us from doing so. Quality on the
other hand is “the degree to which a set of inherent characteristics fulfill requirements”
(Rose, 2014). Risk is measured in the initial stages whereas quality is often managed and
measured throughout the project and in the later stages. Since risk is identified, and
analyzed early on it will allow us to avoid certain quality threats or failures that can
negatively impact the project's scope, budget, timeline, and deliverable/outcome quality.
One focus within quality management is meeting the stakeholder's and customer’s
expectations or fulfilling the requirements. By implementing risk management into the
existing quality management stages, we can reduce risk levels and potential rework.
According to Rose quality management consists of, “quality planning, quality assurance,
quality control, and quality improvement” (Rose, 2014). Addressing risk and potential
issues early gives us the ability to make changes before it is too late and too costly.
Through quality planning, we have a new lens that is “the foundation for quality to be
 planned in, not inspected in” (Rose, 2014). This lens explores the importance of
considering quality from the start, instead of only when we inspect the finished products
or prototypes. Integrating risk management strategies into the existing quality
management approach is a great way to boost customer/stakeholder satisfaction and
promote high-quality outcomes on every project at EverGreen.

Quality Tools - Cameron Gillespie

Quality tools play a crucial role in identifying, analyzing, and resolving issues within
processes. Two of these in the quality management toolbox are the Pareto chart and the
Cause-and-Effect diagram. These tools provide valuable insights into the factors
influencing quality and organizational improvements.

Pareto Chart – Cameron Gillespie

The Pareto Chart, named after Vilfredo Pareto, is a graphical tool used to identify the
greatest opportunity for improvement among several possible causes (Rose, 2014). These
causes are narrowed down to the vital few, which are the most influential causes of error.
To identify the vital few, we use the Pareto Principle, also known as the 80/20 rule,
which suggests that approximately 80% of effects come from 20% of the causes (Rose,
2014). Looking at the Pareto Chart graphically, it simply displays the issues in
descending order based on its problematic impact. The straightforward graphing makes
the info very easy for organization members to understand and interpret for future use.
By utilizing this Pareto chart, large organizational improvements can be made by
attending to the issues of the vital few.

Cause and Effect Diagram – Cameron Gillespie

The Cause-and-Effect diagram, commonly known as the fishbone diagram, is another
graphical representation of the many factors that contribute to a specific problem or effect
(Rose, 2014). This tool helps teams pinpoint the potential causes of a problem through
decomposition. The diagram's structure resembles the skeleton of a fish, with the "bones"
representing different categories of potential causes, such as people, policies, procedures,
and equipment (Rose, 2014). By brainstorming and categorizing potential root causes,
teams can gain an understanding of the factors influencing a specific issue. The Cause-
and-Effect diagram promotes structured collaboration, making it an effective tool for
identifying root causes and implementing processes to improve overall quality.

To take it a step further, the collaboration of these quality tools may be very impactful.
As the Pareto Chart identifies the vital few causes of error, the Cause-and-Effect Diagram
can decompose said causes even further. Eventually, teams can utilize the decomposed
list to create a structured plan on how to tackle the issues at hand. Incorporating these
quality tools into an organization's quality management processes allows teams to
 identify issues, better their decision-making, and continuously improve the quality of
organizational processes.

Conclusion - Tatum
Project quality management is necessary for every project to ensure all customer needs
are met, free from errors, and execute the transferal of meaningful information provided
within the outcome of a project. When the correct application of quality management
tools is applied by management, top-performing deliverables are developed to satisfy
customers based on their requirements and increase organizational competitiveness.

References
Rose, K.H. (2014) Project Quality Management, Second Edition: Why, What and How (2nd Ed.)
Fl: J Ross Publishing

Rose, K.H. (2014) Project Quality Management, Second Edition. Retrieved from
https://platform.virdocs.com/read/550827/86/#/4/4

Richardson, B. (2015). Earning the right to influence. Paper presented at PMI® Global Congress
2015—EMEA, London, England. Newtown Square, PA: Project Management Institute.