Page 301 - Global Project Management Handbook

15-2 MANAGEMENT OF GLOBAL PROGRAMS AND PROJECTS

Most recently, organizations have developed, adopted, or modified existing quality
programs to meet their specific needs with a goal of improving product grade at lower
cost to meet customer requirements. These quality programs include policies, procedures,
and practices that avoid product defects through more of a preventative approach than
the former “inspect and fix” mentality. Some of the titles of the more widely adopted
programs are total quality management, total quality control, total customer satisfaction,
and Six Sigma quality.
Project organizations are typically an extension of a parent organization and its
quality program. Human resources are trained by the parent organization in quality
practices and procedures, which are continued at the project level. Any shortfall in
quality practices in the parent organization may adversely affect project quality func-
tions. Both good and bad practices may be transferred to a project, as well as erroneous
procedures. It is particularly important that the project manager, the quality leader for
the project, understand the quality program, set the quality standards for the project,
and apply good quality practices.
Project quality practices also may be challenged when there are temporary employees
or consultants who are not indoctrinated in the parent organization’s quality program.
A lack of knowledge and application of the organization’s quality practices can have
an adverse impact on product quality. Thus any new personnel must be trained in
quality for the project to ensure consistent, valid quality practices.
International projects—projects with two or more national entities participating—can
present quality challenges that have adverse impacts on products and drive the cost and
schedule to extremes. The key to successful international projects is qualification of partici-
pants and detailed planning. There is no substitute for planning while factoring in the
potential variances in culture, language, business acumen, work practices, workmanship,
and other practices that differ from the lead project organization.

INTERNATIONAL PROJECT QUALITY CHARACTERISTICS

Quality practices may vary from those of the organization leading the project and can
pose some significant challenges to a project manager who is trying to design, develop,
and deliver a project’s product in such a manner that it gives value to the customer.

While there may be good reasons for involving several organizations located in different
countries, such as these countries constitute the market for the project’s product, caution
should be exercised in the selection of project partners or vendors.
Selection of partners or vendors that are qualified to perform the work is an important
aspect to developing a project team that will meet the project’s objectives. Every team
member of the international project contributes to the success of the project through
understanding and working toward the objectives in all dimensions of the project. Failure
of one team member can have disastrous results.
Different quality practices typically are based on the needs of product consumers.
Many countries have lower expectations for product functions and features that include
reliability, durability, and maintainability. These expectations may result from the
inability of a country to produce high-grade products for such reasons as inadequate
materials, low-skilled workers, lack of modern equipment, and unsophisticated designs.
When products are manufactured to meet the requirements of a consumer in another
country, the levels of product function and the product’s features must match or
exceed the expectations of the customer. One must understand the customer’s expecta-
tions and get agreement with the customer as to the requirements, such as features,
functions, characteristics, and form.