City University of Seattle Week 6 Project Management Discussion & Responses

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ao83

Business Finance

City University of Seattle

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Discussion Week 6 Please answer the following discussion question with 250-300 words and include references, also used the 2 student discussions below as example to make sure it is done right. Then write a response to each of the other students (100 words each) be positive, what you agree with or not and what you like about it. Video1 https://youtu.be/s8E-go3FZPc Video2 https://youtu.be/PJlwG7TY8CY Video3 https://youtu.be/lc7kZ07g6vY https://asq.org/ Discussion question ( min 250 words include references) After carefully reviewing the lecture materials, assigned reading(s), and relevant resources, please respond to the following: Review the materials for this week and reflect upon a project that you are working on or are familiar with and consider what would you need to do to assure your project is hitting the quality mark. Create and post a quality measure for the following: 1. Suppliers 2. Timelines/Timeframes 3. Costs 4. Stakeholders' expectations As with estimates, where you had to show documentation for your numbers, how will you provide validation for your quality measures? Dr. W. Edwards Deming is known for his 14 point approach to managing quality. Take one of those points and discuss why it is important, and provide an example (or two) of how you have seen that point either successfully followed…or not. Student 1 Rachael Regarding the contract lifecycle management (CLM) project I am currently working on: 1. Suppliers: for this project we hired a third party to assist with the implementation of the new CLM software. Midway through the project we discovered errors with some of their work product so created a shared Excel doc to report issues. This log helped us have a central place to communicate issues but also had columns to help prioritize and categorize the kind of issues that were being reported which allowed us to have data on number of user errors, change requests, system errors, etc. being reported and identify any trends or root causes. 2. Timelines/Timeframes: both our internal PM as well as the third party PM maintained project schedules and every week met to review status and progress, address any delayed tasks or outstanding requests, and review any high risks or red flags. This helped us focus on the most critical activities to prevent project delays. 3. Costs: our biggest cost to track is the third party fees, therefore they tracked fees incurred to date against total budget (and in line with the SOW) and compared that to the project timeline to determine how fees were tracking with progress. This was reviewed during the status meetings along with the timeline. 4. Stakeholders’ expectations: the core project team had recurring weekly internal syncs to discuss feedback and we also had monthly SteerCo meetings to review project status, present any changes, and get feedback. We also had a larger project team that was involved in design and testing sessions to ensure their perspectives were included and receive input. Now that phase 1 has launched, we are focused on feedback from the all the users now using the software and have just started to have touchpoint meetings that includes the software vendor and business users to hear about their experience and discuss issues they are seeing. We are also holding office hours twice weekly as well as have a Slack channel to field questions. I think this helps with the user experience and adoption as it is a big change for the org and we want to ensure they have the resources they need to succeed (and it helps us know where confusion is so that we can provide training). Lastly, today we had our first retrospective meeting that included my company, the implementation partner, as well as the software vendor and we each presented feedback (using the starfish retro technique) to improve how approach phase 2. In The W. Edwards Deming Institute’s list of 14 points (n.d.), the one that I have the most experience with is #4 which focuses on value and building a relationship with suppliers versus just the price tag. When I used to be in procurement this was something that was commonly discussed and can sometimes be hard to evaluate and prove to business owners. However, the one that spoke to me the most was #3 regarding building quality into the product versus waiting for inspection. I like to be proactive and am always looking for ways to do things up front in order to prevent issues later on so this one resonated with me. “Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, good or bad, is already in the product” (Deming, 2000, p. 29). However, I’m sure this is easier said than done. In reading Dr. Deming’s points, I noticed a theme of leadership and focus on helping employees to improve. This reminded me of a discussion board topic in the last class I took regarding servant leadership and it was good to be reminded how that relates to quality. References: Deming, W. E. (2000). Out of the crisis. MIT Press. The W. Edwards Deming Institute. (n.d.). [Fourteen points]. https://deming.org/explore/fourteen-points/ Student 2 Shana
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This is great! Exactly what I wanted.

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