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business
total quality management

Questions and Answers of Total Quality Management

Are TQM tools too abstract for real use or are they really down-to-earth?
Why are tools so seductive?
Does the enterprise really need another toolbox?
Does the use of the toolset have any marketing value?
Why do we have so many tools?
Why are the toolsets different and yet the same (compare and contrast)?
Is toolset just another way to keep the quality people employed?
Is the ISO version better than the other models?
Why can’t we just “roll our own?”
How does dispersion affect a project manager’s schedule?
What variation in your organization’s process gives you the most heartburn?
How well-planned are your organization’s processes?
How much does the project manager rely upon the line manager for understanding variation?
How can a Pareto plot help with project scheduling?
Who decides what data / information should be used to build the schedule?
What happens when the historical record is ignored?
What does the project manager do when the expected delivery date dictates neglecting the process? How does this impact the subsequent measurements?
How do you know the capability of a process that you frequently abandon?
Who manages the transition points from one group to another?
Do maturity models provide any added value?
Are maturity models too abstract or are they really down-to-earth?
How does scope change impact the WBS? Does your organization have a controlled way of updating the WBS with this content?
How can the project manager understand the organization’s ability to respond to changes?
Can you really count on a normal distribution for the estimates?
Does your organization recognize the input from the experts? What happens when the “truth” is told about risk to the project?
How can the project manager account for task variation on the critical path items on the time line?
Why is the maturity model approach so seductive?
Does the enterprise really need a formal audit?
If our organization transforms itself such that it achieves one of the “higher”levels, have we really accomplished anything?
Does the maturity model designation have any marketing value?
Why do we have so many maturity models?
Why are the maturity models different and yet the same (compare and contrast)?
Does the stage gate model of project management work?
Is a maturity model audit just another way to make somebody some money?
Is the ISO version better than the other models?
Why can’t we just “roll our own?”
Do statistics and control provide any added value?
Are statistical models too abstract or are they really down-to-earth?
Why is the statistical model approach so seductive?
What does it take to improve your organization’s abilities with statistics and control?
What positions in your organization should have the greatest capabilities regarding statistics? Do project managers really need to know statistics?
Does the enterprise really need statistics?
Would the enterprise pay attention to the statistics anyway? How would you get the organization to accept this level of control?
Does statistical control have any marketing value?
Why do we have so many types of control charts?
Why are the statistical models different and yet the same (compare and contrast)?
Is a statistical model/control chart just another way to keep the quality department busy?
Is the ISO version better than the other models?
Why can’t we just “roll our own?”
Do functional decompositions provide any added value?
Do work breakdown structures provide any added value?
Are hierarchical decompositions too abstract for real use by real people or are they really down-to-earth?
Why are structured models so seductive?
Does the enterprise really need scope control?
Does the enterprise need change control for the processes?
Do these various analysis documents have any marketing value?
Why do we have so many methods for analyzing scope, risk, work, and functions?
Why are the hierarchical breakdowns different and yet the same (compare and contrast)?
Is a work breakdown structure just another way to make somebody some money?
Who cares about formal cost centers?
Is some version better than the other models?
Why can’t we just “roll our own?”
Do process controls provide any added value?
Are process controls too abstract for actual use or are they really down-to-earth?
Why is the frequent addition of more controls so seductive?
Does the enterprise really need process controls?
Will a process control plan help any enterprise?
Does our control expertise have any marketing value?
Why do we have so many ways to do control plans?
Why are the process controls different and yet the same (compare and contrast)?
Is a process control plan just another way to keep the bureaucracy busy?
Is any version better than the other models?
Why can’t we just “roll our own?”
Does inspection provide any added value?
What is the “saddle point” for cost versus benefit for inspection?
Why do we find inspection acceptable?
Do we really need inspection of any kind?
What is the way out from inspection, if any?
Does inspection have any marketing value?
Why do we have so many types of inspection?
Why are the inspection models different and yet the same (compare and contrast)?
Is inspection just another way to make somebody some money?
Are the ISO standards better than the others?
Can we rely on supplier inspection?
Can we rely on customer inspection?
Why can’t we just “roll our own” inspection approach?
Why do metrics have value?
How many metrics do we need to assess?
Can the use of metrics introduce distortions in our comprehension of that which we are measuring? (Attention bias)
How do we implement a metrics program without offending our employees, who may fear reductions in force?
Should we implement a balanced scorecard?
Are symbolic representations (e.g., red-yellow-green or smiley faces)necessarily bad or good? What is the best choice?
What about the use of Chernoff faces as a representation?
How do we sample?
If we use statistics, what does a continuous probability distribution function really mean?
If we use statistics, what does a discrete probability distribution do for us?
Which kind of probability distribution more closely matches “reality?”
If we are reporting defects, do we close the defect report when the engineers claimed it is corrected or after we prove it through testing?
How does an enterprise coordinate the multitude of initiatives to produce a desired outcome?
Do maturity models provide any added value?

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