Communication channels and documentation management must be in place so that everyone is completely and totally aware of any changes and how it impacts the way they are to run projects. Feedback mechanisms must be in place to allow those same project managers to make suggestions to initiate their own changes to the methodology.
This also speaks to the necessity for everyone who works on projects to have some knowledge of the methodology. They should at least be familiar with the methodology from an executive summary point of view. They should understand how to use some of the tools and techniques that may be applicable to their contributions on projects.
Deming's 14 Points
- Commitment from the Top to Continuous Improvement as a Way of Life
- Adopt a Philosophy of Cooperation Where Everyone Wins and Teach it to Everyone
- Inspection is a Tool for Improvement, Not a Whip
- Consider Costs and Benefits of the Entire System and Deliverable Lifetime
- Continuous Improvement
- Job/Task-Related Training
- Teach and Institute Leadership
- Drive Out Fear and Create Trust
- Break Down Departmental Barriers in Pursuit of a Common Goal
- No Slogans or Disingenuous Pep Talks
- Attribute Results to Processes
- Enable Pride of Workmanship
- Training Not Related to Job/Task
- Total Participation Starting From the Top
References and Resources
Managing for Quality and Performance Excellence
Deming and Goldratt
Out of the Crisis
The Deming Management Method
The New Economics
Four Days with Dr. Deming
Deming Route to Quality and Productivity
Deming The Way We Knew Him
Josh Nankivel is the Vice Chair of Special Projects for the Students of Project Management SIG of PMI, and a project management student/enthusiast. His website is http://www.pmstudent.com.
