Quality, Risk, and Procurement

Quality, Risk, and Procurement
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 companys 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.
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
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 &
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
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
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.
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
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.
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.
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
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
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.
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.
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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