Check out the quality gurus/programs on which key PMP concepts were based
Quality as we know it today is a combination of many concepts that create a holistic approach to quality. The views of quality as described in A Guide To the Project Management Body of Knowledge (PMBOK[r] Guide) and tested on PMP(r] Exam, are primarily focused on the work of W. Edwards Deming and Joseph M. Juran. As a Global Knowledge PMP Exam Prep Boot Camp instructor I continue to receive feedback from students who took the PMP exam. Often, they are surprised at how many quality-related questions were asked. Although the PMBOK(r), study guides and other study guides provide much of the knowledge required to pass the PMP exam, it is helpful to have a primer about the quality gurus and programs that underpin these key concepts. Let’s take a closer look at these legends.
W. Edwards Deming
Many consider Deming to be the father of quality. His contributions to quality management are so influential that he is an internationally acclaimed expert. The Deming Cycle, his 14 points, and the Seven Deadly Diseases are his most well-known offerings. The Deming Cycle is as follows:
Plan: Conduct consumer research to help you plan the product.
Do: Execute the product plan.
Check: Make sure the product was delivered according to the plan.
Market the product.
Analyze: Examine how the product is received on the market in terms of cost, quality, and other criteria.
Deming’s 14 points
Deming’s Fourteen Points was another contribution. It summarized his views about what a company should do to make a positive change from business as usual into world-class quality. These are Deming’s 14 points:
To improve products and services, create consistency in purpose. This will help you to be competitive, stay in business, provide jobs, and keep your company in the black.
Adopt the new philosophy. This is a new economic era. Management must recognize this fact, face the challenge, and learn their responsibilities to lead change.
Quality is not achieved by relying on inspection. Quality starts at the beginning.
Stop rewarding low bidders for contracts.
To improve continuously and permanently the system of production, service, and quality to increase productivity and quality, and reduce costs.
Start job training.
Leadership is essential. Leadership should help people and technology work together.
Fear can be overcome so that everyone can work effectively.
To promote teamwork, it is important to break down the barriers between departments.
Eliminate exhortations, slogans, and targets for employees. They can lead to adversarial relationships.
Eliminate quotas. Manage by objectives. Substitute for leadership
Eliminate barriers that deprive employees of their pride in their expertise.
Start a vigorous program for education and self-improvement.
Make the transformation and subsequent maintenance a team effort.
Deming’s Seven Deadly Diseases
Deming’s Seven Deadly Diseases outlines the factors that he believes are preventing the Fourteen Points from transforming. These are the Seven Deadly Diseases.
Relying on a lackluster sense of purpose to plan products or services that have enough market to sustain the company and create jobs.
Short-term profit is tied to short-term thinking driven both by fear of unfriendly takeover attempts, and pressure from shareholders to produce dividends.
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