Forty-one management experiences: seemingly reasonable and practical (quality)

Scenario Reproduction

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Boss: Hello, Xiao hou. How is the project going?

Xiao Hou: the progress is still smooth. Haven't you always stressed quality, quality, and quality? I just "touched" with the team's backbone"

This is the meeting record. Can you see it?

Boss: Let me see.

"First, two experienced staff members are seconded to the Quality Promotion Section to arrange quality supervision days every two weeks. On this day, the two important members will mainly check the results of each person's work so far.

Next, after the project is completed, a person is arranged to perform a comprehensive review of all the results of the project and perform a secondary check.

Finally, we invite our customer representatives to the site to make the final overall quality of the project ."

First, second, and last are all good. What do your developers do between two quality days?

Xiao Hou: It is loose in front and back, mainly to catch up with the progress.

Boss :..............................

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Which of the following friends can boldly guess what {boss} will say at the end?

There are three answers:

▲( Agree) "Good, stick to it and do it well"

▲( Objection) "No, it doesn't work at all.

▲( Between the two) "I feel wrong. Is it wrong ?"

 

When talking about quality, if the project manager pays 80% attention to quality, then the boss pays 160% attention to quality. If the quality fails, the project manager loses only the "Rice Bowl", while the boss loses competitiveness, credibility, and even viability. This is why some organizations are willing to build quality promotion projects at any cost. This department will not make a penny more for the company's turnover, but their existence is crucial.

In this scenario, {Xiao Hou} just took a fancy to this point. We are going to pull two people from the Quality Promotion Team to strictly control the quality. How can we push it? What will {boss} say in the end?

Question 1:

"Arranging a quality supervision day every two weeks" seems to be a guarantee for quality supervision, but it is only an event from beginning to end, not an aspect of daily work.

There will be a quality check every two weeks. At that time, 70% or even 90% of the problems will be checked out. This method is correct, for fear of misunderstanding by others.

A Team member believes that "the current project cycle is relatively tight, and the progress is the first task. Defects and problems will be checked through the quality day, and it will be okay when the time comes for revision and corresponding problems, the quality requirements are usually put aside for the time being, so there is no need to be so real." Once this idea spreads, team members do their jobs well without doing their best once. They may also regard quality day as a large network for capturing defects and problems, it is a two-week event, not a continuous process.

Discovering, analyzing, and correcting problems later is a time-consuming task and inefficient. This is often the reason for the large number of project rework, sudden increase in costs, and release delays.

 

Question 2:

"At the end of the project, a person is arranged to perform a comprehensive review of all deliverables of the project and perform a secondary check ." To adopt this method, there should be a precondition "ensure that there will be no low-quality products in the detection process ". In other words, low-level miss and bug are not the objects detected at this stage.

Although it is better to capture errors and defects at the end of a project than to not capture them at the end of a project, it is even worse to capture them so late. Anyone who has worked on a project knows that modifying a bug at the end of the project often takes several times as much time and labor as before.

If the team members regard "quality day" and "secondary check" as quality assurance, they will give up the quality requirements at ordinary times and will be troubled in the future .........

 

Question 3:

"Inviting customer representatives to the site and putting the final overall quality of the project to the end", I felt it was a way to escape this sentence and transfer the quality problem to the customer. It is best for customers to participate, but how to plan quality and manage quality is a matter for the team.

The team is responsible for quality. The customer only verifies whether the final product meets his expectations. He will not pay for the product quality.

 

The three quality promotion suggestions put forward by {Xiao Hou} were pointed out one by {boss}. How can you improve these three suggestions?

 

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Forty-one management experiences: seemingly reasonable and practical (quality)