Project Quality Assurance

Project Quality Assurance



Project Quality Assurance

Part 1

            In order for the project sponsor to ensure there is success, one of the fundamental strategies that should be carried is selection of a spearheading individual in charge of it. When a project is at the formation and kick-off phase, the ultimate goal is acquiring the right resources for the required project at hand. Of importance is obtaining the right project manager who can steer the projects into fruition. The project manager has to have the combination of skill set and experience at the handling of the equivalent tasks asked beforehand (Baguley, 2008). In order to obtain a qualified project manager, a short listing activity can be carried out within the organization and selection on merit proceeded. Upon the selection criteria, ensuring that the individual is in tandem with the project’s alignment is then necessary in order to achieve the required deadlines, goals, and objectives of the overall basis.

                 The second strategy put in place by the sponsor is clear definition of the project. The planning process is categorical before the actualization phase of the project. It determines the routes and channels of the project’s course into its final destination despite the overlying interferences, shortcomings, or unpredictable circumstances. Hanson, Meacheam and Prior (2013) argue that the time scheduled for quality planning and documentation of the project’s timeframe and expected results helps in reduction of costs and thereby increasing quality at every turn of events within the augmented phase. The strategy can be achieved by alignment with the project manager on the expectations of the undertakings without interference. In this, the project overview, objectives, scope, assumptions, and risks, approach, overall organization to the project, initial costs, estimates, and duration are all fronted for terms of relevance.

               After the sponsor and the project manager have enabled the project’s definition, the remaining strategy before commencement of the process is creation of the planning horizon. Te work plan is supposed o constitute the layout of the overall systematic instructions and management of the project. It can be achieved through using derivative of previous alike projects, with only the changes effected to the scope of the present one. The sponsor at this stage is supposed to initiate the formal handover to the project manager through the terms of services and agreed timeframe for effective approach towards achieving the targets. The planning horizon should include all details of the project layout to the last bit as matter of reference for supervision and ensuring that success is guaranteed. Despite the vague nature of the planning horizon, subsequent changes can be effected as the progress is made.    

Part 2

            The fundamental strategy to employ in order to guarantee success of the venture as a project manager is through definition at the upfront basis. Project management procedures have to outline the resources and sectional balances of each scope decided upon by the senior figures. The sections have to include the entire team’s management of issues, change of scope, quality, risk, and level-changes as the needs arise. The above strategy can be achieved by the project manager through rigorous and proactive charge of the project without failure (Hanson, Meacheam, and Prior, 2013). The leadership qualities have to be aligned with common understanding between the stakeholders, team members, heads of departmental needs, and the overall course according to the senior manager. Common procedures within the organization have to be applied by the manager while utilizing universal standards on the systems according to the project’s requirement throughout.  

            After the planning of the project to sufficient standards, the project manager has to apply the monitoring work plan strategy while defining the roles. The execution of work within the project’s timeframe can proceed once reviews of the budget, schedule, and role definition have been instituted by the project manager. The challenge at this point is the manner of application of management skills, rigor, and leadership of the project through correct and proactive measures. In order for the above to be achieved, review of the work plan has to be an ongoing practice at every stage in determination of the progress. Identification of the correct roles of the team members aligned to suitability, skill, capability, and experience at every opportunity. All functions within the project have to be managed according to the budget without deviation and allocation for error.

            For success of the project according to the scope defined, the project manager has to employ the strategy of communication and review throughout the process. The project manager’s position is the enforcer and overseer of the whole process and therefore minimization of constraints and potential negative drawbacks is of priority. Baguley (2008) notes that communication enables the reduction of disagreements between the team members and the level heads of the project. It also guarantees unison throughout the delivery of functions without alienation. The project manager can institute regular meetings to enforce this aspect. Its effectiveness determines the longevity of the team members according to the work plan cope of the project. Constant review of the project determines the viability of the procedures, used allocations, required sources, and directives of the paths. In turn, it translates to minimization of risks, which might lead to the demise of the project after unforeseen interferences.


Baguley, P. (2008). Project management. New York: McGraw-Hill.

Hanson, J., Meacheam, D., & Prior, D. (2013). Strategy, management, and leadership: An introduction. Frenchs Forest, N.S.W.

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