Improving IT Projects' Quality

“While project performance is generally evaluated in terms of the “iron triangle” of schedule, cost and quality performance, guidelines for project quality management are lacking.”(Steyn, 2008) For this purpose, several institutions and research papers addressed this issue and provided recommendations for improving information technology projects’ quality. After researching and reading many of these recommendations, I choose to discuss below three suggestions for improving the quality of IT projects.

My first preferred suggestion is to understand the level of quality expected by the project owners or stakeholders. “Customer quality expectations and acceptance criteria specify that quality is determined by the customer, not by the project manager.” (Cusolito, n.d.) Defining this understanding early on in the project helps both the project manager and team evaluate the processes and phases better and comprehend accordingly the level of commitment and effort required. Delivering a project that satisfies the customers expected quality can be interpreted as nothing but success.

My second suggestion is to follow maturity models prepared by renowned institutions like the Software Engineering Institute (SEI). SEI developed a Capability Maturity Model (CMM) for Software: “The Capability Maturity Model for Software (CMM or SW-CMM) is a reference model for appraising software process maturity and a normative model for helping software organizations progress along an evolutionary path from ad hoc, chaotic processes to mature, disciplined software processes.” (Herbsleb/Zubrow/Goldenson/Hayes/Paulk, 1997) Following such models enhances not only the quality of the final product but furthermore affects other major aspects: “sophisticated statistical analysis of data from a large software development laboratory in a Fortune 100 company showed that process maturity significantly increased quality…. Higher product quality, however, significantly reduced both development and support cost,…”.(Herbsleb/Zubrow/Goldenson/Hayes/Paulk, 1997)
CMM, being a five-level model, allowed immediate quality related categorization of the different IT companies according to the level of commitment to the defined standards.
Many other similar models are still being developed like the Organizational Project Management Maturity Model (OPM3) created by the PMI’s Standards Development Program and the Documentation Maturity Model suggested by Huang and Tiley in 2003 (Huang&Tiley, 2003).

My third suggestion is to promote quality amongst top management or project owners. “Quality is the result of a carefully constructed cultural environment. It has to be the fabric of the organization, not part of the fabric.”(Crosby, n.d.) If the project stakeholders are accustomed to quality, then they will settle for nothing less. Highlighting the advantages of having quality products increases the management’s crave for quality. Accentuating the return on investment related to quality of the produced project will further improve the chances of even obtaining a bigger budget for the project at hand!

Quality of projects is what differentiates one company from another. It divides them into different levels similar to the maturity levels described above. Understanding the stakeholders expected quality enhances the chances of delivering a sign-off material project. And finally, familiarizing top management with quality products ameliorates the quality likelihood of the project. With this thought, I would like to end this by a related quote for a leader in the IT industry, Steve Jobs, when he said: “Be a yardstick of quality. Some people aren't used to an environment where excellence is expected.”(Jobs, n.d.)

References:

1. Steyn, Herman (July 27-31, 2008) A Framework for Managing Quality on System Development Projects [Research Paper] available from: IEEE Digital Library – IEEE Xplore under: PICMET 2008 Proceedings, 27-31 July, Cape Town, South Africa

2. Cusolito, Rick (n.d.) The High Cost of Low Quality [online] available from: http://www.butrain.com/Project-management-training-courses/highcost.asp?source=20669

3. James Herbsleb, David Zubrow, Dennis Goldenson, Will Hayes, and Mark Paulk (June 1997) Software Quality and the Capability Maturity Model [Research Paper] available from: ACM Digital Library - ACM 0002-0782/97/0600

4. Shihong Huang & Scott Tiley (October 12-15, 2003) Towards a Documentation Maturity Model [Research Paper] available from: ACM Digital Library - ACM 1-58113-696-X/03/0010

5. Crosby, Philip (n.d.) Quality Quotes[online] available from: http://thinkexist.com/quotations/quality/2.html

6. Jobs, Steve (n.d.) Quality Quotes[online] available from: http://thinkexist.com/quotations/quality/2.html