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business
total quality management

Questions and Answers of Total Quality Management

Compile a list of alternatives to an automated optical inspection system.
Evaluate an x-ray inspection system. What are the limitations of this kind of system?
Map a process flow and indicate the points where an inspection would make sense and indicate which kind you would choose.
Create a method for eliminating inspection completely.
Determine if it is possible to have “zero quality control” through the use of mistake-proofing.
Not all inspection is visual. Describe five other ways to inspect material without using the visual approach.
Design a rubric method for assessing incoming material. Do we accept some level of flawed material?
Propose a visual method that simplifies inspection for line operators.
Design an inspection approach for a service.
Indicate how you would verify the inspection methods of a supplier.
Make an argument for the value of first article inspection.
Make an argument against the value of first article inspection.
Recall a time when you did not perform first article inspection. What were the consequences of that decision?
Are there project management components that should be put under inspection scrutiny?
Define the costs/negatives of using first article inspection.
Difficult: should the inspection technique chosen vary with the level of wear on the production tooling? How would you define the point (cusp) for change?Will inspection work at all? What other ways
Perform a cost analysis showing how a supplier can assume some level of type 1 failures and reduce type 2 failures at our plant.
As a project manager, you need to define how much you need to know in order to run your project—how much inspection capability do you need? Who can you trust?
Write a protocol for the inspection of new material.
Explain whether or not inspection is a valid control.
Compose an explanation for how to handle the fact that the human attention span is roughly 15-20 minutes long. How can you manage visual inspection if this is the case?
Brainstorm a list of metrics that make sense for your enterprise.
How would we determine which factors are significant? What is the appropriate technique for analysis?
Check your project management software tool if you are using one—does it have a method for calculating and displaying the standard project management metrics?
Consider using paired indicators—what would your paired indicators be?(Paired indicators keep each other “honest;” for example, lines of software code versus number of software errors per line).
Meditate on potential distortions to understanding introduced by the very same metrics you are using to illuminate the project.
What are the assumptions underlying your choices of metrics?
How many of the discipline-centric metrics will you review? For example, will you look at a number of software test cases?
Which cost metrics tell you all is well?
Which cost metrics tell you something is horribly wrong with the project?
Do you have historical data, so you can compile longitudinal metrics about typical and/or similar projects? What are the best metrics for longitudinal analysis?
Which statistics make sense for analyzing longitudinal data? Describe the appropriate statistics for a project?
Describe the statistics for a well-defined and controlled project.
Describe the statistics for a poorly defined and out-of-control project.
Can you simulate your project? Define a simulation solution.
How would you simulate the “rest of the project” remaining after wherever and whenever you are located in the current project? Describe completely your simulation approach (actor-based or
What are the pitfalls of simulating project results? List them.
Explain the statistical assumptions underlying any probability distributions you may use in your simulations.
Consider the mean and the variance of a probability distribution and explain which one will tell you more about your situation.
Compile a list of potential sources for historical project information.
Choose four standard metrics and describe how you would use them to explain the status of the project to very-high-level management.
Define whether “percentage complete” is a meaningful term in project management.
Create a project dashboard with what you think are the four most important metrics. Is it good enough?
Create a project dashboard with what you think are the eight most important metrics. Is it any better than the four-metric dashboard?
Consider a balanced scorecard approach. What does this dashboard look like?
Explain how you would synthesize your metrics into an analysis and development of enterprise strategy.
Explain with contrast and compare how a scrum burn down chart is similar/dissimilar to a standard project management Gantt chart.
Make an argument for or against the statement “Scrum is a waterfall approach, just more quickly reviewed.”Here are the seven deadly sins (seven levels of purgatory):luxuria (lechery/lust)gula
Given a list of project management sins, explain how a maturity model can help to rectify the identified issues.
Make an argument for or against the use of maturity models. Be specific.
Just to be fair, here is a list of the seven cardinal virtues and the Latin names:Chastity Castitas Temperance Temperantia Charity Caritas Diligence Industria Patience Patientia Kindness Humanitas
Explain how these virtues can be incorporated into project management.
Create your own list of virtues that assist in the management of projects.
Brainstorm every defect you can associate with the maturity model approach.
Write a well-reasoned essay about whether you believe the work is done when we have reached the highest levels of a maturity model.
List some defects of the scrum approach to project management.
List some benefits of the scrum approach to project management.
Come up with ten ways to improve the scrum approach.
If daily reporting seems to improve completion, explain why even faster reporting might have diminishing returns.
Project: create a maturity model for the scrum approach!
Major project: synthesize the levels of all the maturity models we have listed here and any others you can find. List your choices for candidate levels and tasks and support your choices with
Explain why maturity models are an exercise in futility.
Explain why maturity models are not an exercise in futility.
Subjective/intuitive: describe how you as a project manager can find joy and exultation in the management of a project, come what may.
Does TQM applied to project management (PM) provide any added value?
Is TQM too abstract or is it really down-to-earth?
Why is the standard flailing and floundering approach so seductive?
Does the enterprise really need TQM in project management?
If our organization transforms itself such that it achieves a higher level of performance, have we really accomplished anything?
Does TQM/PM have any marketing value?
Why are there so many quality tools and why are they little used by PMs?
Why are the quality models different and yet the same (compare and contrast)?
Isn’t TQM just another way to make somebody some money?
Is there an ISO version? Isn’t ISO-9000 largely discredited?
Why can’t we just “roll our own” approach to process improvement?
Are processes loose guidelines or should we use a disciplined approach?
Does your organization systematically critique development and project processes to learn how those processes really work and to shorten and improve the processes and products?
Do requirements metrics provide any added value?
Are requirements metrics too abstract or are they really practical?
Why is the “winging it” approach so seductive?
Does the enterprise really need requirements metrics?
Does our ability with requirements metrics have any marketing value?
Why do we have so many metrics?
Why are requirements metrics different and yet the same (compare and contrast)?
Are requirements metrics just another way to make somebody some profit?
Is there an ISO version and is it better than the other models?
Why can’t we just “roll our own”?
How does your organization decide what areas to measure and what metrics to follow?
Should project management office help identify those measurements or is it strictly line management? Or both for matrix organizations?
List activities a project manager can use to elicit customer requirements.
How are customer needs translated into product requirements?
How are the requirements validated?
How does variation impact the project manager’s job?
What is the role of the project manager regarding competing demands and goals?
What project and product risks are associated with the use of standards?
What does our project management organization do to continuously improve?
How does the variation in the product and project cost impact the bottom line of the organization?
What is the difference among tampering, natural optimism, or self-preservation?
Is your organization data and information driven – or is it “the old college try”?
Do TQM tools provide any added value?

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