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Who is Responsible for Project Quality?
In general, the project manager has overall responsibility for the quality management process. Some projects may also have specific roles for a quality assurance person or quality experts.
Even if the project has specific people with responsibilities for quality, project quality is not the responsibility of one or two people. It is everyone's responsibility. All the team members, including the stakeholders, have a role in ensuring that the deliverables produced are of high quality. Everyone is also responsible for surfacing ideas for improvement to the processes used to create the project deliverables. Some projects may also have specific roles for a quality assurance person or quality experts.
The project manager – Responsible for developing the quality management process and for ensuring that all the goods and services are delivered as they were designed.
Team members - Responsible for quality assurance and quality control for each of the tasks and activities they are assigned to complete. They are also responsible for ensuring all the quality standards are followed as designed.
The Organization- Responsible for standardizing quality controls and standards across all projects, responsible for ensuring all staff have the skills to deliver quality products and services.
Stakeholders– Responsible for communicating their expectations of quality product and services to the project and the organization, and responsible for accepting and approving the delivery of all goods and services.

The Project Management Constraints

Every project has to manage four basic constraints; scope, time, cost and quality. The success of a project depends on the skills and knowledge of a project manager to take into consideration these constraints and develop the plans and processes to keep them in balance. It is not enough for a project to meet the budget targets or to show to the donor that all activities have been completed on time. Development projects need to balance all four constraints if they want to realize the full benefits of a project.

Classical project management usually considers three constraints on a project: scope, time and costs (known as the project triangle), we believe that it is important to place under this category the constraint of quality. For development projects it is not enough to deliver a project according to the scope, on time and under budget; but the project must meet the needs and expectation of the beneficiaries who are the ultimate judges of the project quality.

Managing these constraints requires careful analysis and an agreement on the priorities for the organizations, the donor and the final beneficiaries. Depending on those factors, a project may place more importance to the budget and quality than to the schedule or scope; these types of decisions, early in the project, have a fundamental impact on all the project plans that will need to be designed to ensure that the project is able to manage the four constraints. Failure to do that may result in the use of resources on areas that do not contribute to the ultimate success of the project.

The definition of project management implies that projects have specific limits in scope, schedule, budget and quality. Understanding the combination of elements will allow making better choices when the project needs to make trade-offs. The use of a triangle helps understand these relationships, adjusting any one of these sides, the other two are affected. For example, a change in the project plan to shorten the schedule might result in an increase in costs or require a decrease in scope.

Managing these constraints is the main responsibility of the project manager. Each constraint has a specific goal and a project is deemed successful when it achieves all four. Failure in any of the four has an impact on the other three. For instance, a project delay has an impact on its cost, and an increase in scope has an impact in both time and budget. Managing the constraints also involves making trade-offs with the project scope, schedule, budget and quality.

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The Project Management Processes
www.pm4dev.com
There are nine manageme nt processes on a development pro ject.
These are designed to help manage the different elements of a project,
different projects may have different needs from each process; for
example, a project that has identified that cost is a critical success
factor will spend more time and effort i n developing a cost
management plan. These processes are the key knowledge areas or a
project manager must master.
One of the most critical roles of th e project manager is the integration
of these nine processes to ensure th ey all are properly coordinated. In
many cases it could result in maki ng trade-offs among the different
competing expectations from stakeh olders. These nine processes are
all integrative, that is, they need to be managed in a combining and
coordinating manner to bring these diverse elements into a whole. The
nine management processes occur du ring the entire project life cycle
and each one of them requires a cy clical approach that consists of
planning, doing, checking and learning to ensure process quality.
The effort and detail required for each process depends entirely on the
size, complexity and risk of the project. Large, highly complex projects
will require specialized resources to manage each process making the
role of the project manager as the coordination of these processes.
Smaller less complex projec ts may not even need all nine processes,
the project manager after making a n analysis of the project risks and
constraints will decide which processes require more effort than others
The nine project management processes are:
1. Scope Management
2. Schedule Management
3. Budget Management
4. Quality Management
5. Team Management
6. Stakeholder Management
7. Information Management
8. Risk management
9. Contract Management

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