Week 4 Discussion Question

Week 4 Discussion Question
In working out your responses to the Discussion Question, you should choose examples from your own experience or find appropriate cases on the Web that you can discuss. Credit will be given for references you make to relevant examples from real companies. Please make sure that you cite and reference all your outside sources properly, as per the Harvard Referencing System. Assume the role of a project manager overseeing the construction of a 15-mile road. The work is uniformly spread over 12 weeks. Suppose the client has approached your firm and has requested an additional 3 miles to be added to the road without an adjustment to the project completion date. Among the 7 basic tools of quality, which tools would you recommend to control the quality in the given situation? Justify your choices with examples from your professional experience and list the merits and demerits of using the tools you choose. Please submit your initial response through the Turnitin submission link below in addition to posting it to the Discussion Board thread.

Dear colleagues For this week our task is to assume the role of a project manager overseeing the construction of a 15-mile road. For discussion purposes I assume that the construction has not started and then we can theoretically put this question, “what if the client approached the firm and requested an additional 3 miles to be added to the road without an adjustment to the project completion date”, which means that the scope increased 20% in effort but kept is schedule... As stated by Sanghera, P. (2010) “Quality is an integrated part of any project. Therefore, monitoring and controlling project work includes controlling quality. If you do not monitor and control risks, the quality will be affected. You monitor the risks by looking out for risk triggers (alerts that tell you a risk has occurred or is about to occur) for the already identified risks and by identifying new risks as the project progresses. You control risks by executing the risk response plan and taking corrective and preventive actions.”. The possibility of doing work with less quality with the pressure of complying the schedule in this case would be real. In this DQ case and using my previous experience I can state that since project scope changed several actions should be taken before accepting the new 3 miles. First it should be checked if there is any disposal of extra human and equipment resources (own or subcontractors) and material from suppliers, in order to complete the “new” project within schedule. At the same time applying the change control procedures developed, I’m sure it would go throw reviewing the PMP, reviewing the quantity of work to do in each period, for sure implementing new monitoring actions and control procedures too. Recommended a revision of quality control and monitoring plan, contemplating the new scope (18 miles in 12 weeks). The Risk Management Plan should be also reviewed and made the changes needed adding a new risk category for the increased scope, and development of the mitigation strategies with the appropriate unforeseen event planning. In this example and using my experience I propose the use of a mix of Quality control tools, as flowcharts, check sheets, fishbone diagrams, control charts and Pareto charts.

Flowcharting all tasks gives a general picture of all process aspects. . where educational level is not very high. and that worked fine for some time and production increased but then all went down because the company didn’t wanted to spend some extra money on keeping a constant supply of parts.The Pareto Chart is important as it graphically ranks the problems. . . Identified the major problems. where the tasks are recurrent a Run Chart should be used in a mitigating control procedure to be implemented. After all the supposed causes being identified. I implemented check sheets which helped me by collecting data and knowing the number a certain mechanical problem occurred and if when repaired how much time it took to be repaired again to the same problem. . the project is 14 month late and mainly because the machinery is not appropriate for the site conditions. With this I was trying to figure out bottlenecks or breakdowns in all processes. but as people say in Angola “a big elephant is eaten in small pieces”. in my case machinery maintenance. outputs and actions. While the fishbone diagram it’s like brainstorm in detection problems causes. has everyone identified has the soft spot.The merit of check sheets is precisely they force the worker to confirm the procedure.The merit of flowcharts it’s precisely that it allows us to consolidate procedures and processes. at the same time forces each section manager to understand what is expected from him/her. In our DQ of this week. In my case. A common example in construction it’s the procedure for doing a concrete mix in the field without any laboratory testing but granting results. and helps to direct our attention. spacing. the results of those simple actions had the effect of increasing production and for the first time manage to produce what was expected in the end of the next month. I have started by implementing “Flow charts” registering each and every action or task.In my experience for a short period during last year I have been Project Manager in a road with 100 Km in Cuando Cubango Province in Angola (Longa – Cuito Cuanavale). using meetings with workers/operators and mechanics we managed to develop an improvement plan to solve the identified problems. I confess that here in Angola. This forces everyone to register interdependency issues. One of the control measures that I implemented after using some Quality Control tools was controlling machinery maintenance. is extremely difficult to make field workers and collaborators to understand a simple flowchart. a common example in construction it’s the procedure for rebar installation (diameter. Using that human predisposition to make the other guilty of your fail it was easy to find several problems… This was a way of shed some light in to some problems within the project. The demerits of using these tools are commonly the lack of knowledge from the other participants in the project. The demerit is that can be effort exhaustive to get full project data. asking the workers for different causes to a problem. etc) In this moment I had tried to go a little far by using a fishbone diagram. In that project in Cuando Cubango. It will allow determining what tasks are fulfilling expected production outputs and the ones that don’t have the expected performance and should have an intervention. The Pareto Chart helped identifying the largest occurrences and making them our main objective. it’s when everyone in the process gets involved. That helped me identifying all the process inputs.

Discussion based on facts . The demerit is that might be flawless when staff is not well prepared for the job or the errors are detected too late. But better late than never… In my opinion and as stated by Kerzner.). P. pp 893.A Systems Approach to Planning. .Improved process information . a part of Cengage Learning 2 – Kerzner. These kind of chart helps to prevent the quality of the job done and material quality. (2010) PMP® In Depth: Project Management Professional Study Guide for the PMP® Exam 2nd ed. This change provides some very specific benefits: . H. topography. “ More important than the quantitative methods themselves is their impact on the basic philosophy of business.Better communication . etc.Consensus for action . H.Of course Control Charts should be implemented on every test (concrete. (2009) Project Management .(2009). asphalts. soils. The statistical point of view takes decision-making out of the subjective autocratic decision-making arena by providing the basis for objective decisions based on quantifiable facts. Inc.Information for process changes” 1 .Sanghera. Scheduling and Controlling – Tenth Edition – John Wiley & Sons. Massachusetts: Course Technology.

Sign up to vote on this title
UsefulNot useful