In addition to producing products without errors or functional issues, quality management delivers some additional benefits. Here are a few rarely discussed benefits of quality management:

Defines a fundamental requirement. The information needed to complete a quality plan ensures that you understand a fundamental requirement’s grade. Grade, which represents the degree of optional features available in a product, is a significant element of quality and of the product(s) you produce. The required grade can significantly alter your project approach. For example, an entry level car is one that doesn’t have all the bells and whistles. It includes basic features that helps you get from point A to point B. That is a low-grade vehicle. However, when that entry level car is designed well and lasts a long time, it is a high-quality, low-grade vehicle. In contrast, a top-end luxury car with extra features that breaks down frequently is a low-quality, high-grade vehicle.

The required grade identifies whether the car has a requirement for those multi-way adjustable heated seats! Deliver successful projects by focusing on producing both the desired grade and quality.

Drives fact-based discussions about cost, time, intent and outcomes your project will produce. The degree of quality you build into a product depends on three things; money, time, and skill (and skill costs money.) This interdependence gives the project manager a way to justify requests for additional funding and/or time for higher quality items (which typically require more development, construction, and testing time). In addition, more expensive resources or parts may be required. 

Helps define sound completion criteria. Successful projects share a common characteristic: well-defined completion criteria. The required quality of your deliverables (including grade), components needed, and relevant performance characteristics are vital elements of sound and quantifiable completion criteria.

Protects your reputation. Producing a product for the marketplace without understanding the quality that help it sell would be foolhardy. Producing a deliverable without quality criteria is similar. You’ll waste money and time without proper descriptions of required quality and well-defined quality verification processes. Quality plans protect your business from waste and can highlight the importance of good project management by ensuring that you produce deliverables fit for their purpose. 

Have you achieved other benefits from focusing on quality in your projects? If so, tell us about them in the comments.

For more about quality management , check out Daniel Stanton’s Project Management Foundations: Quality course.

Coming Up

Don’t miss Bonnie’s first LinkedIn Office Hours session of 2022, Leadership is Job One for Project Managers, at 1pm MT, January 25, 2022. Bonnie and bestselling project management author Eric Verzuh will talk about how shifting your focus to project leadership has a direct impact on project value. Bring your project management questions to this session.

Skill shortages have made resource management a significant challenge throughout the business world. That means, you need to ensure that your resources deliver the right output when it’s needed. Here are some tips to manage your skilled resources and make that happen.

• Define workload priority with management. It’s rare to have a team member fully dedicated to your project; multi-tasking is commonplace. As you get team members assigned to your project, work with their managers to prioritize their assignments. That way, you and your team members will be in sync regarding the time they’re allocated to your project. For example, maybe a team member’s number one priority is to help the finance department close the monthly books, and their second priority is to work on your project. The best approach is to refrain from scheduling that team member on your project during the first week of every month. While inconvenient, it isn’t as painful as getting behind schedule because you scheduled your resource when they aren’t available.
• Select team members whose skills match the difficulty of the task. You get the best results when a team member has skills that align with the difficulty of the work. If the task is too challenging, your team member could struggle, take too long, and become demoralized. Too easy and the task becomes more annoying than enjoyable—plus, this resource could be used to complete a more difficult task. In other words, the “best and brightest” staff member isn’t always the right person for a task.
• Embrace positive conflict. Project managers sometimes avoid using team members who have a history of conflict with their colleagues. If the issue is a personality clash, it’s appropriate to find someone else. However, if the conflict relates to how to solve a problem or design a solution, conflicting opinions can generate more and better ideas. Although managing this positive conflict takes more time and effort, the project outcomes can be much better as a result. Take a page from the philosophy of former US President Abraham Lincoln; assemble a “team of rivals” to get the best project results.
• Temporarily trade duties with team leaders or technical managers. Some team leaders and technical managers often wish they could drop their leadership and administrative duties and return to producing technical deliverables. Why not give them a chance to do just that? As a project manager, I’ve often temporarily taken administrative duties from a team leader or manager in exchange for them working on a technical task on my project. That gives a valuable resource the opportunity to practice their craft, and you get a better result for your project. It’s a win-win!

Do you have any tips or tricks for using skilled resources to the best advantage? Add them in the comments section!

For more about resource management, check out Daniel Stanton’s Project Management Foundations: Teams course.

Besides bringing control to your project schedule, schedule management delivers additional benefits. Here are a few rarely-discussed benefits of schedule management. 

Defines elephant bites. The adage about eating an elephant one bite at a time works with projects, too. However, the phrase doesn’t mean much unless those bites are defined and are seen as reasonable. The work breakdown structure – as the basis for the overall project schedule – is the perfect tool for defining reasonable bites. Tasks represent the small chunks or bites that need to be produced to deliver the project. A good schedule helps you deliver a project successfully, because people can grasp those small bites and how their tasks contribute to the overall project objective.

Facilitates great how-to discussions. A company’s IT upgrade project team faced a dilemma: should they upgrade the network connections first, then the PCs, or the other way around? While there were technical pros and cons to each option, the schedule ultimately decided the sequence. Vendor resource restrictions determined the best approach — in some parts of the business, the PCs were upgraded first; and in others, the network was upgraded before the PCs. Without considering the schedule in the decision, it would have taken longer to complete the project. A better approach to completing the project was identified because of scheduling discussions.

Provides a defense against unreasonable expectations. A common challenge for project managers is handling expectations of the timeframe required to deliver project outcomes. The best tool for fact-based discussion of timeframe is a set of tasks defined and sequenced along with a reasonable time estimate for each task. That discussion becomes even more powerful if you’ve captured history of task completions, which reinforces your estimates for the current project. If the timeframe is too long,  you can use that information to ask your sponsor which tasks to cut or convey the risk from reducing the hours allocated to a task.

Gives you a map! Successful initiatives all share a common trait — there is a known and understood path from where things stand today to where you want to be. For projects, a sound schedule is that map. A complete schedule includes milestones and closing tasks, which serve as “X marks the spot” tasks that tie things together and confirm you’ve reached the treasure you were seeking. 

Have you come across schedule management benefits?

For more about schedule management, check out my Project Management Foundations: Schedules course. You might also want to watch my recent LinkedIn Office Hours session about evaluating schedule quality.

As a project manager, you have to make decisions, resolve conflicts, manage aggressive timeframes and make the most of small budgets. It can feel like you have to deal with these responsibilities all alone. Yes, your responsibilities are monumental. You won’t feel so alone if you follow these tips:

• Work with your team members. Take time to work with your team on issues, idea generation, and solutions. It’s even more effective when you chat informally with team members at least 10 minutes each day. You won’t face obstacles alone and you’ll build stronger relationships, develop trust, and foster dedication with your team members. 
• Show gratitude. Look for opportunities to say, “thank you.” When appropriate, acknowledge accomplishments with formal recognition programs or by taking a team member(s) out to lunch. Expressing gratitude helps build a unified team that will support you as a leader – and you won’t be on your own should things go astray. Do the same with your key stakeholders and project sponsor to build support you can count on when you need it.
• Enhance your leadership approach. Project leaders have no choice but to rely on others. As you manage larger, more complex projects, the need to rely on others grows. View this dependency as an opportunity to delegate, train and learn from others. Your team members become stronger resources; you grow more familiar with your team’s deliverables; and project management becomes more of a team effort.
• Leverage your network. Discuss your project with fellow project managers and get their perspectives. Use status reviews with your manager and/or project sponsor to share ideas and perspectives. Attend project management gatherings, like Project Management Institute® chapter meetings and network with other attendees. You might pick up a great idea to make you look like a hero on your project!

If you have more suggestions for reducing your sense of isolation, add them in the comments section.

For more about team building, check out Mike Figliuolo’s Building High-performance Teams course.