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It would be nearly true to say, Quality is everything. If we include the due date and the project budget in our requirements speci cations, then quality, which is conformance to speci cations, is indeed everything assuming, of course, that the speci cation actually describes what the customer wants. Working with the customer to de ne quality in all its aspects, writing down what we learn, and delivering to that speci cation is, indeed, the heart of project management. First we will look at key quality concepts. Then we will learn a ve-step process for de ning, managing, and delivering quality on a project.

No, not always Suppose we have a function f that maps values of an independent variable x to values of a dependent variable y Also imagine that, for any value of x in the domain, there s

only one corresponding value of y in the range On that basis, we know that f is a function of x However, if some values of y are mapped from two or more values of x, then we don t have a function of y when we consider y as the independent variable and x as the dependent variable Although the inverse f 1 is a relation, it s not a true function

anyway, because of the filtering that must be used for noise reduction and stability. This filtering is normaIly a lag of value about O.lR. The presence of this additional lag causes the phase of the controller to go beyond -90 at the natural period of the loop, making it a rather poor controller, from the point of view of stability.

Quality is essential to our project because we need quality planning and quality work to meet the project s purpose and deliver the project s goal. In plain English, quality is what makes something good. In business, what is good is what adds value to the business. Deming, the creator of the eld of total quality management (TQM), de ned quality as conformance to speci cations. Deming, operating in a production manufacturing environment, gured the speci cations were already correct, that the nished item, if made as speci ed, would satisfy the customer. However, in project management, there is a fundamental connection from value, to purpose, to goal, to detailed requirements, to speci cations, and from speci cations to a working product and a successful project. Quality is what holds them all together. Because each project is unique, we must de ne quality di erently for each project. And we must make sure that the de nition of quality is the customer s, not just our own. When we have a picture and a set of requirements, we know what is really of value to the customer. If the requirements are right, then, we can build a good speci cation. Then, when we deliver a product or service conforming to that speci cation, we deliver quality and value. Following that formula is a recipe for success.

Question 12-8

Consider a function f that maps values of x to values of y Suppose that f 1, which maps values of y to values of x, is a relation but not a true function Is it possible to modify the inverse relation f 1 so that it becomes a function of y

Answer 12-8

For a team to deliver quality, each person on the team must do quality work, and, at the same time, the team must improve teamwork and communication, focusing on quality. Why are both necessary Nothing can replace good work. If one person is not doing quality work, the best anyone else on the team can do is try to x it. We do our best work by getting it right the rst time. We need someone else to check our assumptions. Most errors that lead to poor quality are the result of assumptions. Two heads or as many heads as we have on our team are better than one. Others can review our work better than we can. When we look at what we have written, we tend to see what we thought we wrote. We remember our ideas. But if we put one word in place of another, we are not likely to notice that. And the same goes if we are building a physical object. We know what we wanted to do, and we expect to see it. It is much easier for anyone but us to catch our own errors.