Quality, Risk, And Procurement

Running head: QUALITY, RISK, AND PROCUREMENT 1

Quality, Risk, and Procurement

Name

Institution

QUALITY, RISK, AND PROCUREMENT 2

Quality, Risk, and Procurement

Part 1

Quality Measurement and Management

The quality of a project can be defined by the degree of value and excellence participants

or stakeholders may have in a project. Depending on the scope of the project, one may settle on

different measurement and management techniques. A clear understanding of the quality of a

project can give the manager and all participants an indication of their degree of success or

failure. Additionally, a projects’ quality can assist in projecting its relevance in the future with all

the associated challenges. Such an approach can assist in establishing strategies to guarantee

success. The first segment in this module’s discussion evaluates the quality measurement and

management techniques employed in the company’s project.

The project’s success remains of central interest to the company considering the amount

of resources channeled. The organization begun by establishing a set of baseline definitions to

act as indicators of success. The establishment of the baselines created a framework for

evaluating the quality of the project and the value it would bring to all the people involved (Dy et

al., 2016). The quality evaluation and management matrix segmented the project into processes

with simple abbreviated definitions.

The company’s first approach centers on viability and alignment assessment. Through

this approach, the project manager conducted a compatibility exercise using the set

organizational goals. The process involves the degree of support and productivity the company

will gain in proceeding with the project. Additionally, the strategy assists in determining the

project’s overall feasibility and potentials for success, which includes an evaluation of the

existing challenges and opportunities.

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The company also manages and evaluates prioritization. The process involves the

determination of critical decisions in the project including expenditure and sourcing of resources.

It also includes the process of outlining portfolio development platform critical in assessment.

Through prioritization, the project manager can identify key phases of the project that can

guarantee success and maximize resource allocation (Mack et al. 2013). Additionally, it gives

room to understand other dynamics to provide the needed quality including the need to outsource

resources especially human resource.

The project manager has also established some basic indicators to assist in evaluating the

project’s quality and management by extension. The outlined indicators include compliance to

protocol and governance policies, alignment with organizational values and culture, efficiency in

service delivery, and improvement of consumer relationship. All the indicators are central to the

project success and have the potential of giving a clear indication of the direction a project may

take.

Inherent Risks in a Project

All projects have risks that may threaten the its completion and achievement of the set

objectives. The first important concept in risk management is an accurate identification of such

risks and their scope. There is a standard twofold approach applied in the identification of risks

in a project, the inherent risks based on the project’s general characteristics and the specific risks

arising during the project. Evidently, large projects carry higher risks compared to small projects.

The risks can be linked to the completion requirements and the overall objectives.

An interesting shift also focuses on the risks associated with the quality and type of

resources in the project. For instance, having an inexperienced project manager and team poses a

greater risk than seeking the services of an experienced team (Ahimbisibwe, Tusiime &

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Tumuhairwe, 2015). A similar principle applies to other infrastructure in the project like

technology. An introduction of a new technology creates additional risks compared to using a

familiar technological approach. Inherent risks are the kind of risks that are attached to the nature

of the project. They are common to all projects and take a general context based on the nature of

management.

Inherent risks in a project are attributed to factors like unclear parameters and goals. It is

impossible to design and manage a project without proper goals and parameters. The set

objectives give a clear direction on the scope and requirements of a project. Other factors

contributing to the rise of inherent risks in a project include multiple coordination components in

a project, lack of relevant knowledge and skills, unique endeavor, and magnanimous scope of

activities in a project.

Inherent risks in a project can be eliminated through proper organizational structure.

Elimination of ambiguities and setting clear objectives to guide the team. Additionally, the

stakeholders should understand the need of experience and knowledge in project management.

Recruiting an experienced and knowledgeable project manager is one of the most effective

approaches in eliminating inherent risks. Through proper leadership, the manager can assist the

organization on minimization of cost and maximization of output.

Additionally, a comprehensive understanding of the scope of a project can enhance

efficiency in service delivery. For instance, a project manager should eliminate the concept of

having unattainable and large objectives that may strain the team. Precision is a critical project

management tool that can assist in handling different scopes of a project from one phase to

another. A good project manager should also eliminate multiple diversions in executing the

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agenda. Some of the diversions in the project may hamper success and render the project

objectives unattainable.

Part 2:

The Quality-Improvement Process

Quality improvement process is a critical prerequisite of quality management systems. It

is not a one-time event but continues through the lifetime of a project. According to (),

establishment of projects without a proper outline to enhance quality remains a futile adventure.

The lapse of standards in a project can result to disastrous outcomes and limitations that can

make the project of little benefit to the people. It is important for a project manager to focus on

process improvement and product quality. Such a focus fine tunes the outcomes and makes the

organization to meet the set objectives.

Additionally, it develops the qualification of the project manager and their team. Winning

projects depends on a stable record marked by quality performance and ultimate results. Other

people affected by the project like the financiers and consumers also require an improved version

of their investments. Such improvements are only attainable through a specified focus on the

quality of services from the project. The dynamic nature of engagements calls for the need to

have a consistent platform that encouraging progress by allowing room for improvement.

Quality improvement process requires a decisive approach from the management. A good

project manager must create an enabling environment where team members and other

stakeholders can participate in making constructive recommendations. Some of the most

revolutionary recommendation in improving projects come from team members and close

associates. Currently, organizations use integrated software to collect the views of participants in

the bid to understand the changes needed to make the project more productive.

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The improvement initiative agenda in a project should have special group composed of

experts. Since it is a continuous process, the feedback platform should remain open and

accessible to all members without intimidation. It is important to keep the process on a

continuous tone. The continuity approach will assist in eliminating technicalities that may arise.

Additionally, the approach will create unity among members of the team and key stakeholders.

An outline of an improvement strategy can boost confidence on the public particularly key

financiers.

An effective improvement process should have some basic implementation structures like

entry point, definition of concepts, recording of defects, determination of the cause, and

establishing action. The process should be continuous and consultative. All the participants

should have an assurance that the management values their views. Another important component

in the process centers on training programs. The management should ensure that their team

receives proper training. Despite the tremendously good results at recruitment, it is prudent to

recognize the constant changes in the market and production units. Therefore, the staff or team

members should have capacity building sessions to fine-tune their skills.

Quality improvement process also involves comprehensive study on the market trends

and available options of creating efficiency. The research aspect culminates in the incorporation

of the findings. One of the most common approach in the incorporation process centers on

technology and associated immerses in improving service delivery and production. The

advancement in technology has created accurate approaches that can assist in the budget making

process. Additionally, these tools can help the project manager to conduct evaluation and

monitoring process. In all honesty, the improvement process must incorporate the current

technological infrastructure to assist in delivering on the set objectives.

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Project Risks and Measurements

Risk is the potential of losing or gaining a valuable item. From a project management

perspective, it involves all the efforts and resources channeled to a course without a candid

assurance of success. Shi Tao’s step in addressing the ills mated on the people through

government operations has different alternatives. The fist and convenient alternative could be in

ignoring the operations and violations of human rights in China. In such a case, he would have

eliminated the aspect of running in trouble with the regime. Alternatively, he would have

resorted to addressing the issue through government agencies. Interestingly, the denial would

have been so instant that the proposal would have never become exposed.

Yahoo company outlined local and business policies backing their reason for exposing

Mr. Shi to the Chinese government. However, they had an alternative option of defending the

consumer’s privacy rights owing to the delicate nature of the case at hand. It is unpredictable

what could have happened to the company’s future operations in China. The only safe guarantee

is the protection of human rights in the country and creating an eminent call for a democratic

system of governance that respects those rights.

Chinese government had the best alternative at vindicating their tainted image. Instead of

prosecuting the whistle blower, the government should have adjusted some of its policies to

assist in eliminating the identified vises. The act of seeking Mr. Shi created more problems that

solutions both to Yahoo and the government. Several investors interested in making meaningful

operations in the county would reconsider their steps after such gross violation of human rights

and business operation policies.

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The ultimate alternative to save the situation in the case study rested on Yahoo. Although

it could have negatively impacted on their market base in China, such a stand remained the best

example in privacy protection policy. Additionally, the company would have gained prominence

for joining the fight against blatant violation of human rights by tyrants. The Chinese

government and some international officials would consider the move as an economic suicide, it

could have remained as a fundamental pillar uniting business ethic and practical morality.

The decision would have attracted negative remarks from all the quarters. Yahoo could

have countered such negativity by presenting the constant desire of respecting human rights.

While the concept of respect to authorities remain supreme, special consideration should be

given to the subjects. Additionally, the company would have called out on other international

agencies sharing their principle for support. Such degree of support would have assisted in

bringing a new dimension of consumer expansion base.

The Risk Management Process

Risk management is the systematic application of management practices, procedures and

policies in the quest of arriving at the project’s set objectives. The process involves an outlining

of communication and monitoring strategies to eliminate the negative outcomes in a project. The

process is continuous and should be as involving as possible. Every successful project involves

taking of serious risks to achieve greater goals. However, such risks require proper management

to assist in establishing the desired outcome.

A good project manager should ensure that all the risk management techniques re

outlined in the company’s policy. All employees should clearly understand their role in assisting

the team to meet the set objectives on time (Larson & Gray, 2013). Risk, as previously defined

summarizes the possibilities of having an influential impact to the projects objectives based on a

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step or action. All the investments and adventure in a project form part of the risks. While one

cannot guarantee success, it is important to create an enabling environment that will enable the

project team to actualize the dreams. The management process involves the steps discussed

below.

1. Risk Identification

One must have a clear understanding of the objectives of a project before managing its

associated risks. After a comprehensive understanding of the goals, a project manager should

evaluate the possibilities of failure. Possibilities of failure in most cases depends on the

inhibitory abilities of some factors in achieving the set objectives. It is important to understand

the scope of the risk as an initial and substantive approach in delivering the solution. The

identification process also involves the examination of possible solutions to the issue.

2. Identifying the Cause

The project manager in the process of managing the risks should have a clear

comprehension of the root cause. An effective management plan addresses the underlying factors

affecting a project to avoid similar occurrences in the future. In most cases, managers have

addressed ‘symptoms’ of their challenges leaving the real problem unattended. Such quick fixes

make it difficult to manage the arising risks.

3. Identifying Controls

It is important for project managers to have alternative approaches when handling

project-based risks. One must engage positively and establish mechanisms of countering any

negative outcome. The process assists in saving the project from technical hitches that may

compromise productivity and efficiency.

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Other significant stages in project risk management process include identification of

consequence descriptors, and the establishment of risk rating descriptions. Effective decision-

making process can also be an effective stage in the process where different ideas from

stakeholders and all the people involved form part of the exit strategy. Evidently, the concept of

inclusivity remains critical in the management of risks. Project managers should have proper

outline of handling all emerging issues in a concise manner. Evidently, large projects carry

higher risks compared to small projects. The risks can be linked to the completion requirements

and the overall objectives.

Customer Demands

Consumers remain the most important component in any project. Since they offer the

market for goods and services, they have the power to dictate the outcomes of the products.

Some of the factors that influence their demands are the topographic changes in taste and

preferences. Additionally, the need for uniqueness and diversity plays a central role in

production. It is also important to recognize the role of competitors in the market and price

dynamics. All these factors combine to bring a consistent pull of demands that compel

organizations to quick action.

The Outputs from Procurement Management Planning

Procurement management planning has an array of outputs to assist in the facilitation of

the project to completion. Some of the most outstanding ones include procurement management

plan, procurement statement of work, change request, procurement documents, and make-or-buy

decisions. The outputs assist in creating the balance between the resources channeled to the

project and the ultimate outcome. The outcomes are very critical during evaluation process and

other factors needed to keep the project on track.

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References

Ahimbisibwe, A., Tusiime, W., & Tumuhairwe, R. (2015). The Moderating Influence of Inherent

Project Risk on the Relationship between Project Planning and Perceived Project

Success. International Journal of Supply Chain Management, 4(3).

Dy, S. M., Herr, K., Bernacki, R. E., Kamal, A. H., Walling, A. M., Ersek, M., & Norton, S. A.

(2016). Methodological research priorities in palliative care and hospice quality

measurement. Journal of pain and symptom management, 51(2), 155-162.

Kerzner, H. (2013). Project management: a systems approach to planning, scheduling, and

controlling. John Wiley & Sons.

Larson, E. W., & Gray, C. (2013). Project Management: The Managerial Process with MS

Project. McGraw-Hill.

Mack, J., Periard, F., Schreider, F. M., Cartmell, J., Chincholi, A. V., Demir, A., & Lin, Z.

(2013). U.S. Patent Application No. 14/035,543.

Ogrinc, G., Davies, L., Goodman, D., Batalden, P., Davidoff, F., & Stevens, D. (2015). SQUIRE

2.0 (Standards for QUality Improvement Reporting Excellence): revised publication

guidelines from a detailed consensus process. The Journal of Continuing Education in

Nursing, 46(11), 501-507.

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