PQMProject Quality Management
التقييم:
الإنجليزي
متوسط
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لتحميل الكتيب
نبذة عن الدورة التدريبية
It is often said that the key issue in Project Management is handling the triple constraint of Scope, Time and Cost. But while it is generally accepted that these three may slip, and frequently do, Quality requirements are much more demanding. Quality failures can lead to ballooning project costs and delays, and to hefty penalties and litigation if errors are not discovered and corrected on time.
المخرجات الرئيسية
1
Learn how to align the Project plan and activities to ensure customer satisfaction with the process and the results.
2
Learn to apply key Lean concepts to improve project results, reduce rework and enhance cross-discipline collaboration
3
Move beyond the death spiral of inspection, testing and rework and towards effective quality management and improvement.
4
Understand the variety of Quality tools available in a Project environment and practice how to apply them to promote project success.
5
Improve competitiveness and time-to-market through better project results and enhanced client-contractor experience and interactions.
National Association of State Boards of Accountancy
LEORON Professional Development Institute DMCC is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.NASBARegistry.org
محتوى الدورة التدريبية
Day 1: Project Quality Management and its Business Drivers
The Project as a Unique Endeavor:
→ Characteristics
→ Organization
→ Stakeholders and Stakeholder Management
→ The Triple Constraint
→ Project Structure and Components:
→ Project Approaches and Lifecycles (waterfall, agile)
→ Project Phases
→ Project Management:
• Purpose
• Process Groups
• Knowledge Areas
• Key Plans and Documents
→ Organization
→ Stakeholders and Stakeholder Management
→ The Triple Constraint
→ Project Structure and Components:
→ Project Approaches and Lifecycles (waterfall, agile)
→ Project Phases
→ Project Management:
• Purpose
• Process Groups
• Knowledge Areas
• Key Plans and Documents
Quality Definitions and Concepts
→ Quality and Grade
→ Evolution of the Concept of Quality:
• Meeting Specifications
• Fitness for Use
• Customer Satisfaction
→ Evolution of the Concept of Quality:
• Meeting Specifications
• Fitness for Use
• Customer Satisfaction
The Cost of Quality
→ Non-conformance costs
• Rework
• Scrap
• Warranty and Lost Business
→ Conformance costs
• Appraisal (inspection, testing)
• Prevention
→ Quality and the Triple Constraint
• Rework
• Scrap
• Warranty and Lost Business
→ Conformance costs
• Appraisal (inspection, testing)
• Prevention
→ Quality and the Triple Constraint
Continuous Improvement
→ Origins
→ The PDCA method
→ The PDCA method
Coming together: Project Quality
→ Definition of Quality in a Project context
→ Deliverable / Product Quality
• Quality Metrics, Specifications and Standards
→ Work Performance Quality
• Alignment with Plans and Procedures
• Maintaining the Triple Constraint
• Customer and Stakeholder Satisfaction
→ Technical and Quality Departments roles and contributions
→ Deliverable / Product Quality
• Quality Metrics, Specifications and Standards
→ Work Performance Quality
• Alignment with Plans and Procedures
• Maintaining the Triple Constraint
• Customer and Stakeholder Satisfaction
→ Technical and Quality Departments roles and contributions
The Components of Project Quality Management
→ Plan Quality Management
→ Manage Quality: Quality Assurance and Process Improvement
→ Control Quality
→ Manage Quality: Quality Assurance and Process Improvement
→ Control Quality
Day 2: Planning Quality Management
Objectives
The Quality Management Plan
→ Purpose of the Quality Management Plan
→ Quality Management Process description
→ Quality Governance model, Roles and Responsibilities
→ Project Quality Requirements and Standards
→ Quality Management Tasks to perform
→ Quality Control Tasks to perform
→ Purpose of the Quality Management Plan
→ Quality Management Process description
→ Quality Governance model, Roles and Responsibilities
→ Project Quality Requirements and Standards
→ Quality Management Tasks to perform
→ Quality Control Tasks to perform
Project Quality Metrics
→ Metrics for Schedule, Resources and Cost
→ Specialized Product Quality Metrics
→ Specialized Work Process Quality Metrics
→ Specialized Product Quality Metrics
→ Specialized Work Process Quality Metrics
Project and Organizational Context
→ Other Project Plans and Documents
→ Client and Enterprise Procedures and Standards
→ Government and industry Regulations
→ Client and Enterprise Procedures and Standards
→ Government and industry Regulations
Key Tools and Techniques
→ Meetings and meeting management
→ Open and structured brainstorming
→ Interviews – the Voice of the Stakeholders.
→ Critical to Quality: from requirements to specifications. Kano requirements analysis.
→ Internal and external benchmarking
→ Flowcharts and diagrams
→ Team decision tools
→ Measurement Plans for Inspection and Testing
→ Matrix diagrams
→ Cost-benefit analysis of Quality activities
→ Open and structured brainstorming
→ Interviews – the Voice of the Stakeholders.
→ Critical to Quality: from requirements to specifications. Kano requirements analysis.
→ Internal and external benchmarking
→ Flowcharts and diagrams
→ Team decision tools
→ Measurement Plans for Inspection and Testing
→ Matrix diagrams
→ Cost-benefit analysis of Quality activities
Day 3:
Objectives Quality Metrics Tracking
→ Data gathering
→ Basics of Measurement System Analysis
→ Basics of Measurement System Analysis
Inspection and Testing
→ Incoming, In-process, Deliverable verification
→ Statistical Sampling
→ Statistical Sampling
Other Data Sources
→ Work performance data
→ Check sheets and checklists
→ Surveys
→ Check sheets and checklists
→ Surveys
Visual Data Display
→ Pareto Charts
→ Histograms
→ Control Charts
→ Scatter Diagrams
→ Histograms
→ Control Charts
→ Scatter Diagrams
Digging Deeper
→ Root Cause identification and measurement
Day 4: Managing Quality
Objectives Executing the Quality Management Plan
→ Tracking
→ Boards and Checklists
→ Boards and Checklists
Quality Assurance
→ Data Analysis and Reporting
• Leveraging data from the Control Quality process
• Data summarization and display
• Stakeholder Reporting, Management and Communications
→ Deliverable Assurance:
• Corrective Actions and Repairs
• Preventive Measures and Change Requests
→ Deliverable Acceptance
→ Audits
• Quality Management Plan execution
• Work Processes
• Leveraging data from the Control Quality process
• Data summarization and display
• Stakeholder Reporting, Management and Communications
→ Deliverable Assurance:
• Corrective Actions and Repairs
• Preventive Measures and Change Requests
→ Deliverable Acceptance
→ Audits
• Quality Management Plan execution
• Work Processes
Process Improvement
→ Lessons Learned
→ Problem Solving Tools
• Flowcharts
• Cause and Effect diagrams
• Root Cause Analysis
• Affinity diagrams
• Multicriteria Decision tools
→ Process Improvement Frameworks
• Six Sigma and DMAIC
• Lean and its offsprings
→ Problem Solving Tools
• Flowcharts
• Cause and Effect diagrams
• Root Cause Analysis
• Affinity diagrams
• Multicriteria Decision tools
→ Process Improvement Frameworks
• Six Sigma and DMAIC
• Lean and its offsprings
Day 5: Leading and Coaching for Improvement: Lessons from Lean Manufacturing
Lean Thinking Origins and Evolution Project Management vs. Manufacturing
→ Unique Project, repetitive Activities
• Multi-unit deliverables
• Ongoing Coordination
• Multi-unit deliverables
• Ongoing Coordination
The Lean concept of Waste
→ Value-add and non-value add activities
→ The 8 wastes in Project Work
→ The 8 wastes in Project Work
Lean Principles in Project Management
→ Team Engagement
→ Batches and One-piece Flow
→ Just-in-Time and Kanban
→ Visual Management, 5S and 3P
→ Quick Change-over
→ Batches and One-piece Flow
→ Just-in-Time and Kanban
→ Visual Management, 5S and 3P
→ Quick Change-over
The Three Flows of Project Execution
→ Work
• Beyond Gantt charts: collaborative coordination at the worksite
→ Materials and Equipment
→ People
• Beyond Gantt charts: collaborative coordination at the worksite
→ Materials and Equipment
→ People
Shifting Behaviors from “Plan-Do” to Plan-Do-Check-Act
→ Integrating PDCA in Project Execution
→ Addressing complex issues with DMAIC and DoE
→ Addressing complex issues with DMAIC and DoE
Collaborative Planning
→ Contractor and SME engagement
→ Collaborative Planning and Collaborative Plan Revisions
→ Technology-supported Collaboration: Planning tools, 3D and 4D models, Virtual and Augmented Reality
→ Collaborative Planning and Collaborative Plan Revisions
→ Technology-supported Collaboration: Planning tools, 3D and 4D models, Virtual and Augmented Reality
Implications
→ For the Quality Management Plan
→ For the overall Project Management Plan
→ For the overall Project Management Plan
Inspection and testing
→ Incoming, In-Process, Deliverable Verification
Statistical Sampling, Acceptance Sampling
Statistical Sampling, Acceptance Sampling
على من يجب الحضور؟
This highly practical and interactive course has been specifically designed for
Program and Project Managers
Managers with line responsibility for Project Performance and Project Deliverables
Line and Supply Chain Managers and Analysts responsible for contracting project activities and setting project contractor terms
Quality Managers with responsibility for Project Quality
Technical Subject Matter Experts involved in Project Quality planning and assessment
Project Leaders and Coordinators
أسئلة شائعة
What language will the course be taught in and what level of English do I need to take part in an LEORON training program?
Most of our public courses are delivered in English language. You need to be proficient in English to be able to fully participate in the workshop and network with other delegates. For in-house courses we have the capability to train in Arabic, Dutch, German and Portuguese.
Are LEORON Public courses certified by an official body/organization?
LEORON Institute partners with 20+ international bodies and associations.We also award continuing professional development credits (CPE/PDUs) for:1. NASBA (National Association of State Boards of Accountancy) 2. Project Management Institute PDUs 3. CISI credits 4. GARP credits 5. HRCI recertification credits 6. SHRM recertification credits
What is the deadline for registering to a public course?
The deadline to register for a public course is 14 days before the course starts. Kindly note that occasionally we do accept late registrations as well, but this needs to be confirmed with the project manager of the training program or with our registration desk that can be reached at +1071 4 1075 5711 or register@leoron.com.
What does the course fee cover?
The course fee covers a premium training experience in a 5-star hotel, learning materials, lunches & refreshments, and for some courses, the certification fee and membership with the accrediting bodies.
Does LEORON give discounts?
Yes, we can provide discounts for group bookings. If you would like to discuss a discount on a corporate level, we will be happy to talk to you.
التعليقات
- عرض:3 years ago the partnership between Al Rajhi Investments & LEORON institute had been built since that date LEORON delivered in-house & public training programs and as a talent development we always receivedBaha KiwanTalent Development at Al Rajhi Real Estate Investments Co
- عرض:IAMM Internal Audit Maturity ModelIn recognition of their dedication and contribution supporting IKEA Saudi Arabia in arranging training programs during 2017 & 2018, looking forward for more development and exciting effort this year. On behalf of IKEA Saudi Arabia, THANK YOU!Dalal KutbiCountry Learning & Development Manager at IKEA Saudi Arabia
- عرض:Certified Professional in Quality and Patient SafetyDating back to 2014, Mobily’s “LEORON” experience has grown from a single collaboration to a long-term partnership. We consider ‘’LEORON” Institute as a strategic partner, whose contribution has been nothing but premium in equipping our staff with field-based knowledge and information. Past three years have resulted with an expanded collaboration with superior customer service and support. Best Regards,Turki S. AlsahaanDir L&D, Talent Management at Mobily, Etihad Etisalat Company
- عرض:Certified Professional in Quality and Patient SafetySince the partnership was signed between BAE Systems Saudi Development & Training and LEORON in 2017, we have been working together to offer the Saudi market a complete portfolio of training solutions benefiting from the wide and extensive experience of both parties. Recognizing the great success of this partnership, we are looking for further collaborations in the future that will position both companies as one of the leading training providers in Saudi Arabia. We thank the LEORON team for their full cooperation and continuing support, and look forward to further success together in the years to come.Emad AlrajihVP, Business Winning at BAE Systems Saudi Development & Training
- عرض:Certified Professional in Quality and Patient SafetyWe have been working with LEORON for the past two years and will be working with them again this upcoming year. The programs they delivered were fruitful and exciting and our organization has received positive feedback from the participants. What our organization aims to do is to provide at no cost training for all the private sector employees so that they may benefit from our offered programs in Innovation and Professional development. Leoron has helped us achieve this goal. We look forward to continuing this service and wish them the best of luck. Regards,Nasser M. Al-SubaieSr. Program Officer, Enterprise Learning & Human Development at Kuwait Foundation for the Advancemen
