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Question

《Project Management, Planning and Control》 17 Quality management
17 Quality management
“Quality is remembered long after the price is forgotten”
Gucci
Quality (or performance) forms the third corner of the ime–cost–quality triangle which is thebasis of project management.
A project may be completed on time and within the set budget, but if it does not meetthe specified quality or performance criteria it wll at best attract criticism and at worst beconsidered a failure. Striking a balance between meeting the three essential criteria of time, costand quality is one of the most onerous tasks of a project manager, but in practice usually onewill be paramount. Where quality is synonymous with safety, as with aircraft or nuclear design,there is no question which point of the project management triangle is the most important.However, even if the choice is not so obvious, a failure in quality can be expensive, dangerousand can destroy an organization’s reputation far quicker than it took to build up.
Quality management is therefore an essential part of project management and as with anyother attribute, it does not just happen without a systematic approach. To ensure a quality productit has to be defined, planned, designed, specified, manufactured, constructed (or erected) and
commissioned to an agreed set of standards which involve every department of the organizationfrom top management to dispatch.
It is not possible to build quality into a product. If a product meets the specified performancecriteria for a specified minimum time, it can be said to be a quality product. Whether the costof achieving these criteria is high or low is immaterial, but to ensure that the criteria are metwill almost certainly require additional expenditure. If these costs are then added to the normalproduction costs, a quality assured product will normally cost more than an equivalent one thathas not gone through a quality control pocess.
Quality is an attitude of mind and to be most effective, every level of an organization shouldbe involved and be committed to achieving the required performance standards by settingand operating procedures and systems which ensure this. It should permeate right through an organization from the board of directors down to the operatives on the shop floor.
Ideally everyone should be responsible for ensuring that his or her work meets the qualitystandards set down by management. To ensure that these standards are met, quality assurancerequires checks and audits to be carried out on a regular basis.
However, producing a product which has not undergone a series of quality checks and testsand therefore not met customers’ expectations could be very much more expensive, since therewill be more returns of faulty goods and fewer returns of customers. In other words, quality assurance is good business. It is far better

Answer 1

项目管理，规划和控制” 17质量管理
17质量管理
“质量是记得很长时间后的价格是被遗忘的”
古奇
质量（或表现）形式第三角落的时间成本，质量是thebasis三角形的项目管理。
一个项目可以按时完成，并在设定的预算，但如果它不meetthe指定的质量或性能标准，它在吸引本地环路的批评和在最坏的beconsidered失败。之间取得平衡，符合三个基本标准的时间， costand质量是最繁重的任务，项目经理，但在实践中通常onewill是至高无上的。凡质量就是安全，因为飞机或核设计，毫无疑问这点的项目管理三角是最important.However ，即使选择不那么明显，没有质量可能很昂贵， dangerousand可以摧毁一个组织的声誉远远快于它在建立。
因此，质量管理的一个重要组成部分的项目管理和与anyother属性，它不只是发生在一个系统的办法。为了确保质量productit已经被定义，规划，设计，指定，制造，建造（或竖立）和
委托一套商定的标准，其中涉及各部门的organizationfrom派遣高层管理人员。
这是不可能建立一个产品质量。如果一个产品符合指定的performancecriteria为指定最短的时间，可以说是一个优质的产品。是否costof实现这些标准是高或低并不重要，但是，以确保标准metwill几乎肯定需要额外的开支。如果这些费用再加入normalproduction成本，质量保证的产品，通常会耗资超过等值1 thathas没有经过质量控制pocess 。
质量是一种态度的心态和最有效，每一级组织shouldbe参与并致力于实现所需的性能标准settingand作业程序和制度，确保做到这一点。它应贯穿整个组织的董事会成员到特工在车间。
理想的每个人都应该有责任确保他或她的工作符合qualitystandards所规定的管理。为了确保这些标准得到满足，质量检查和审计assurancerequires进行定期。
然而，生产的产品还没有进行了一系列的质量检查和testsand因此，不能满足顾客的期望可能是非常昂贵得多，因为therewill更回报货物和故障少回报客户。换言之，质量保证是良好的业务。这是远远好

Answer 2

《项目管理、规划和控制》17质量管理
17质量管理
“质量是记忆的价格是很久以后遗忘”
古琦”
品质(或)所形成的第三个角落,概述粘土矿物ime-cost-quality三角形的项目管理。
项目可以按时完成,在预算,但如果不指定的质量和性能标准遇见我会最好的,最糟糕的beconsidered吸引批评的失败。引人注目的是平衡的三个基本准则会议时间,costand质量是其中最艰巨的任务的项目经理,但实际上通常是首要onewill。质量是同义词,随着飞机安全或核设计,毫无疑问的项目管理工作的哪一点三角形是最重要的。然而,即使这个选择不是那么明显,一个失败的质量可能会很昂贵,dangerousand可以毁掉一个组织的名声远比它将建立起来。
质量管理是项目管理的重要组成部分,与其他属性,它的出现并非偶然没有一个系统性的方法。确保质量productit已被定义,规划、设计、制造、构造、指定(或竖立)
委托约定套标准涉及的各部门的高层管理人员organizationfrom调度。
这是不可能建立优质的产品。如果一个产品符合规定的performancecriteria为一个特定的最低的时候,它可以被说成是一种高质量的产品。达到这些标准是否经营是高还是低是无形的,但保证标准metwill几乎肯定需要额外的费用。如果这些费用,然后加上了成本,质量保证着生产的正常进行产品通常成本超过等效的一个thathas不经历了质量控制却拥有脚下。
质量是一种精神态度,是最有效的,各个层次的一个组织,应致力于实现所需的性能标准操作程序和系统的settingand保证这一点。它应该通过组织渗透从董事会成员的商店地板上。
理想的情况下,每个人都应负责保证他或她的工作,以满足qualitystandards制定管理。确保符合有关标准、质量assurancerequires检查和审计来进行定期检查。
然而,生产的产品已经经历了一系列的质量检查和testsand因此不满足客户的期望可能非常贵得多,因为therewill更加回报率次品,较少的回报客户。换句话说,质量保证是笔好买卖。这是更好的

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