Strategic Quality Plan for International Lighting Company
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Strategic Quality Plan
To achieve quality excellence for the International Lighting Company, the strategic quality plan is necessary. Acceptable level of quality has to be defined and describe how the project will ensure the degree of the quality is achieved (Quality factors, 2012). The project has to operate within the required standards and requirements, and the work process has to be efficient as documented and appropriate corrective measures undertaken (Westcott, 2009).
Plan to Ensure Quality of Deliverables
The project deliverables monitoring and verification ensures that they meet the required standards through quality control. The quality project deliverables that will be monitored and verified has to be identified followed by the rules that will be used to evaluate them (Dinsmore, & Rocha, 2012). The completeness and correctness of the deliverables are defined, and the quality control activities utilized by the project to ensure quality standards for the deliverables identified in the process. It is important to review the deliverables and test the quality process of the project. The duration within which the quality checks will be performed must be identified.
Plan to Ensure Quality of Process
Quality assurance activities ensure monitoring and verification of the processes for creating and managing deliverables that they are efficient and appropriately followed (Quality factors, 2012). Consequently, project processes subjected to quality review are identifiedwith the relevant standards applicable in evaluating the quality of the project process. Identification of stakeholders’ expectations for the project processes is essential to prevent complexities arising from a conflict of interests. Quality assurance activities used to ensure quality standards are met are described, and lastly the frequencies of conducting quality assurance activities of the project clearly stated. Audits and checklists are significant for the project process (Westcott, 2009).
Leading the Project Management Team
A competent project manager would first rank as a best team leader. The project management process evolves from project delivery process to being a business process requiring business system approach. The forces within the project teams must operate in a way that they create stronger positive effects for the project (Cleland, & Ireland, 2008).
Chain of Authority Plan
The establishment of authority within the project starts with the project manager taking over the project of the Lighting Company in an efficient transition to win the project teams (Cobb, 2012). It is important to have the techniques on how the organizational finances and control structures operate at fingertips to have effective control of subordinates. The ranks should be created, and the authority under each level defined as the manager takes the overall authority.
Team Meeting Plan
For proper functioning of a team, the meetings are critical and in the process, the team dynamics come into play. The directions the meetings take would define the team success,and, therefore, smooth running of meetings is important (Cobb, 2012). Within the groups, each person has set roles, directions and updates ensue from the meetings. The definition of the meeting types must be done. The frequency by which the meetings will be held must be clearly documented, and the measures of ensuring effectiveness of the meetings stipulated (Stephens, 2013).
Team Motivation Plan
Team members can be motivated in different ways that can include rewards and recognition. Giving responsibility to teams may not just be enough motivation, but awards supplement the purpose (Roberts, 2011). Clear statement on when a team deserves an award is important and a celebration is proper at each time a milestone is achieved to motivate the team.
Project Completion Plan
The project completion is all about the project ending after completely rolling out its activities, and that serves as the final phase of a project. The purpose of the project must completely be delivered at a time that satisfies all the stakeholders. This is the last stage of the project, is as important as the other steps, and must be part of initial plans (Williams, 2012).
End of Project Plan
It is important to identify all the objective measures and specifications that can be used to measure that the goals were met as anticipated (Dinsmore & Rocha, 2012). Therefore, a precise description of the project after completion has to be compared with the situation before the project, a checklist of the necessary activities and actions to undertake before shutting down the project has to be developed. Essentially, a project that requires sustainability measures must have such measures already in place before its termination (Stulgiene & Ciutiene, 2014).
Final Sign-off Plan
At the final stage, it has to be ensured that all project activities are concluded, and the project is administratively closed. The project outcomes are then presented to the stakeholders as either a product or a report that includes an assessment of project results and team performances (Cobb, 2012). The best practices and the lessons from the project, the innovations and discoveries must be documented for use as afuture reference or assist other projects as well in their lives. Relevant authorities then approve the project closure and celebration is for the completion of the project to its final stage (Jensen, Conlon, Humphrey, & Moon, 2011).
After Actions Report
All the documentation has to be availed at the final stage for the support groups to accept the closure and notify the project support of the transition (Dinsmore, & Rocha, 2012).
Pitfalls
Any danger of hardship encountered by the project in the course of its cycle has to be documented. The methods used to approach the challenge, and the impacts of both the problem and its solution must be articulated (Jensen, Conlon, Humphrey, & Moon, 2011).
Assessing the Project Success or Failure
It is important to measure the achievements against the objectives and determine how the project activities contributed to meeting needs. What worked, what did not must be identified, and the patterns and trends during the project documented together with the improvement measures (Dinsmore, & Rocha, 2012). The reports are then submitted to the relevant stakeholders, and the approval sought for the project closure.
Celebration Plan
The appropriate way in which the contributions of the project teams are acknowledged at the final stage must be put in place (Cobb, 2012). A social event organized should be in a way that it recognizes and applauds the efforts of the team and their contribution to the project. How unique individual contributions will be included in the process must also be stipulated.
Disbandment of Team Plan
The plan of dismantling the team needs to include how the final payments will be made, and smooth exit of the members from the project ensured (Jensen, Conlon, Humphrey, & Moon, 2011). The officiating time for dissolution gives members of the team to bid farewell and are usually included in project closing celebrations. The way in which project activities will be summed up must be planned and the reassigning of the team members to the organization after exiting the project for the members who were also staff of the International Lighting Company.