PART I - TEAM CHARTER

Culminating Team Project- PMG Project Quality Management

Project Stakeholders Maeve Hinson

Cameron Horne
Group 8 Logan Schmidt
Nikki Shalley
Paige Speake

Project Goals -Develop an orientation module for Project Quality

Management training for the EverGreen Organization.
-Grow our collective knowledge in Project Quality
Management through this project and understand how
to apply this learning in our future careers.

Duties & Tasks

Maeve Hinson -Redirect project tasks in the event of unexpected
changes in the project schedule
-Aid in fostering positive relationships among all
stakeholders (Brown, 2014)
-Compile the audio component to accompany the final
project presentation

Cameron Horne -Ensure final submission of all milestone assignments

-Communicate and Identify what Project Quality
Management is and why it is necessary
-Ensure project execution success by instilling discipline
and integrity throughout project team (Brown, 2014)

Logan Schmidt -Ensure project culture is maintained throughout the

lifecycle of the project (Brown, 2014).
-Design the final project submission presentation format
-Edit and revise all documents before final submissions

Nikki Shalley -Coordinate all team meetings including project status

team meetings (Brown, 2014)
-Delegate tasks to project team members throughout
the project lifecycle
-Identify project requirements and define them in terms
that prove significance to the project team (Rose,2014)

Paige Speake -Identify 6 attributes of Project Quality Management that

will be highlighted throughout the project
-Participate in the editing and revising of assignments
before the final submission
-Monitor and record results of project activity to
recommend necessary changed and assess
performance (Rose, 2014)
 Key Dates · 1/11 team introductions assignment
· 1/24 team meeting for milestone 1
*Denotes milestone · 1/27 revise milestone 1 submission
· 1/28 submit milestone 1
· 1/31 team meeting for milestone 2
· 2/12 revise milestone 2 submission
· 2/11 submit milestone 2
· 2/14 team meeting for milestone 3
· 2/21 revise final project submission
· 2/25 submit project milestone 3

Collective Team Norms

-Respond to all team communications within 48 hours
-Communicate respectfully with all team members
-Deliver personal project portions of assignments on time with the agreed upon schedule
-Compose only quality and original work per the ASU Academic Integrity Agreement

References
Brown, J.T. (2014) The handbook of program management: How to facilitate project success with optimal program
management. 2nd Ed. McGraw-Hill Education. ISBN: 13978-0-07-183785-9

Rose, K.H. (2014) Project Quality Management, Second Edition: Why, What and How (2nd Ed.) Fl: J Ross
Publishing. ISBN: 13: 978-1-60427-102-7

PART 2- Overview of Project Quality Management

Quality is clearly one of the key components of project success (Rose, 2014). In every
project, the alignment of specifications with the end user's needs is critical for success. This
involves meticulous monitoring of inputs and outputs to guarantee that the project's triple
constraint; time, cost, and scope are in line with its quality specifications. By maintaining this
alignment, projects can effectively meet user expectations and deliver valuable outcomes.
Thorough attention to detail throughout the project lifecycle ensures not only adherence to
predefined specifications but also the fulfillment of end-user requirements, ultimately enhancing
satisfaction and achieving project success.

Project quality management is the process of monitoring and measuring the quality of
deliverables in a project. According to Malsom from ProjectManager.com, project quality
management is defined as "the process of defining quality standards for the deliverables of a
project, as well as the quality assurance measures to guarantee those standards are met"
(Malsom, 2023). By understanding the correlations between the triple constraints and the impact
of quality, a project manager can effectively manage processes and measure the influence of
each constraint on project outcomes. The key components essential for successful quality
management include planning quality management, managing quality, and controlling quality.
This requires the project manager to understand the stakeholders, requirements, and effectively
coordinate and monitor the project throughout its life cycle. Methodologies such as ISO aid the
organization in monitoring and guiding decision-making to ensure that the project meets the
expectations of the intended user. These elements form the base on which project managers
ensure that quality standards are defined, implemented, and monitored throughout the project
lifecycle. Project managers and leaders within organizations are responsible for understanding
the long-term impacts of quality on projects. These members are responsible for building out
practices for quality assurance and quality management through organizational processes and
procedures. Successful implementation of these practices ensures that the company stays
competitive, meets requirements, reduces costs, improves profits, and develops new
technologies or products (Rose, 2014).

In Project Quality Management there are many attributes that help to make sure the
quality of the project is up to the needs and expectations of the stakeholders. There are six
specific key attributes that we feel are important for our clients to know about PQM which are:
quality planning, quality assurance, quality control, quality metrics, quality reviews, and risk
management. Quality planning is about making sure that we are defining the quality standards
and clearly communicating these so that the project deliverables can be met and are meeting
stakeholders standards. When creating these “it may be best for project teams to craft an
individual quality management plan that fits the needs of the project” (Rose, 2014) instead of
using pre-made templates. Quality assurance includes regularly reviewing project processes to
make sure that they work with the previously defined quality standards. This also involves
implementing measures to enhance processes.

Quality control is testing and inspecting project deliverables against the predefined
quality standards, as well as confirming that the project's outputs meet the specific requirements
and can be used for what they were intended for. In simpler terms, “quality control may be a
simple matter of checking something” (Rose, 2014). Quality metrics is about establishing
metrics to measure and track project quality as well as communicating the results to the
stakeholders regularly. Quality reviews include conducting regular reviews to assess the
effectiveness of the quality processes. It also allows you to apply the lessons learned to future
projects. One of these reviews is called a quality audit which are “structured reviews of the
quality system… they may be scheduled or random and conducted by internal or external
elements.” (Rose, 2014). Finally, risk management is recognizing potential risks to quality and
making strategies to mitigate them and make contingency plans for unexpected quality issues.
References
Rose, K. (2014). Project Quality Management: Why, what and how, 2nd edition. J. Ross
Publishing.

Malsam, W. (2023a, October 28). Project Quality Management: A quick guide.

ProjectManager.
https://www.projectmanager.com/blog/project-quality-management-quick-guide