Project Management Process – Phase 3 – Implementing – Quality Assurance
Project Management Process – Phase 3 – Implementing – Quality Assurance (#21 in the Hut Project Management Process) By John Filicetti
Description
Quality assurance is applied to ensure the project will satisfy the relevant quality standards and should be performed throughout the project. In most companies, the Quality Assurance/Quality Control teams will provide this function.
Some of the steps the project manager should take to ensure quality projects are:
- Review project deliverables prior to implementation using the project test plan
- The earlier they any identified problems are fixed, the cheaper the solution
- Anticipate quality deviations and take preventive actions
- Test project and product processes prior to deployment
- Solicit early customer review and feedback
Ensure all quality assurance documentation are posted to the collaborative workspace and provided to all project stakeholders. As the project progresses, the Project Office or a senior project/program manager will ensure project quality by holding Project Quality reviews.
Steps
- Quality Assurance/Quality Control team will provide quality assurance throughout the project
- PMO or Sr. PM will conduct periodic project reviews
- PM reviews project results against objectives with team
- Anticipate quality deviations and take preventive actions
- Test project and product processes prior to deployment
- Solicit early customer review and feedback
Templates
Responsibilities
- Project Manager with Project Team
Next in the Hut Project Management Process:
Project Management Process – Phase 3 – Implementing – User Training
Previously in the Hut Project Management Process:
Project Management Process – Phase 3 – Implementing – Report Performance
John F. Filicetti, PMP, MBA
John Filicetti is a Sr. Sales Engineer/PM-PMO-PPM Consultant with a great depth of experience and expertise in enterprise project management, project management methodologies, Project Portfolio Management (PPM), Project Management Offices (PMOs), Governance, process consulting, and business management. John has directed and managed project management teams, created and implemented methodologies and practices, provided project management consulting, created and directed PMOs, and created consulting and professional services in such areas as project portfolio management, Governance, business process re-engineering, network systems integration, application development, infrastructure, and complex environments. John has enjoyed many years as PMO Director for large corporations in the Seattle area and leads the PMO Roundtable discussion group and forum.
