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Leaders can be famous or be within your local community, driving a vision, and confidently making a difference.
Elaine hangs out at The Smart Train She provides online training and coaching solutions in the areas of MS Office Skills, Business Skills, and Soft Skills. Can not disagree that self confidence is important, but unshakable belief is crucial and the ability to accept mistakes and learn from them. Great point John, and I believe unshakable belief comes from (true) self confidence, as in confidence in self.
Elaine – self-confidence, along with strong sense of certainty, significance, and connection to who you are as a leader are indeed important.
Uniqueness is what makes the world go round, it allows many businesses selling similar products or services.
But in this world, thankfully we are all still very human, and our uniqueness makes us special leaders in our own right. Interestingly, reading the Steve Jobs biography by Isaacson dispelled my understanding that Jobs was a great leader. Interesting Elaine, your comments about Jobs, after reading the book I am not at all sure I could have worked with the guy and yet he was so passionate about what he did. I believe people are born with a blank canvas and it is their autobiographical influences that make the differences.
When he researched these child prodigies he discover a common link, the fact was that all had an influence in their lives that encouraged a love of and helped the child develop an intrinsic motivation to succeed in their chosen discipline. I believe this to be the case in all children and their development as people into adulthood.
I think the Leaders have come to love are probably nurtured into existence at an early age and exude passion, charisma and missionary zeal intuitively.
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Project quality management is the aspect of project management that focuses on ensuring that project and product requirements are met and validated. The quality of a project is the degree to which the project meets pre-defined requirements. PMI recommends that projects should comply with the International Organization for Standardization (ISO) in their quality management processes.
Plan quality management involves identifying the requirements and how the project will demonstrate compliance with the requirements. There are a lot of tools and techniques that are used in the plan quality management process. Cost benefit analysis—This involves comparing the costs of a quality activity to its benefits.
Cost of quality—The cost of quality of a project is the total of the costs of conformance (prevention and appraisal costs) and non-conformance (internal and external costs). Cause and effect diagrams—Also known as fishbone diagrams (because they look like a fishbone) or Ishikawa diagrams (because of the name of the inventor, Kaoru Ishikawa); they are used to link the undesirable effect on a project to an assignable cause.
Flowcharts—Flowcharts are also called process diagrams: They are used to show the order of operation of activities.
Checksheets—They are used as checklists in gathering attributes that are used in performing inspection. Histograms—These are bar charts used to describe the dispersion and shape of statistical distributions. Control chart—A control chart is used to show the stability and predictability of a process. Benchmarking—This involves comparing a project to comparable project (usually standard) to determine standards and measure performance.

Quality assurance seeks to ensure that the output of the project (whether finished or unfinished) will meet the project requirements. The inputs of the process are the quality management plan, quality metrics, and process improvement plan (all from the plan quality process) and the quality control measurements (from the control quality process). The quality assurance uses all of the tools and techniques used in the plan quality management and control quality processes.
This is the process of measuring quality in order to assess performance and recommend necessary changes.
Validating that project deliverables meet the project requirements specified by the stakeholders (in the collect requirements process). The inputs to this process include the project management plan, quality check lists, quality metrics, work performance data, and the deliverables of the project. Inspection—This involves examining of the deliverables to ensure that they conform to requirements.
The outputs of the control quality process include quality control measurements and validated change requests. Tolulope Ogunsina is a consultant that loves solving challenging problems using technology. Intense School has been providing accelerated IT training and certification for over 12 years to more than 45,000 IT and Information Security professionals worldwide. Stay up to date with InfoSec Institute and Intense School by connecting with us on Social Media! InfoSec institute respects your privacy and will never use your personal information for anything other than to notify you of your requested course pricing. Practice for certification success with the Skillset library of over 100,000 practice test questions. It takes a leader like Nelson Mandela to see beyond discrimination, pain and personal experience to have vision, and the confidence to do something about it.
And we know how interesting things can get with too many chiefs (or cooks) Very often managers are working on a day to day basis. Bounce, a great book by Matthew Syed explores this, using Beckham, Tiger Woods, Beethoven and many more as examples.
I also agree that the influences we gather throughout our early life have a direct impact on how we perceive the world and our role within it. There is a certain lack of ego in the sense that they have no fear f Fialure or embarrassment and are willing to sacrifice short termism for the long term goal. Read the specialists, share your opinions and sign up to become recognized for sharing your expertise by writing on this site!
In the previous posts, we discussed project scope management, project time management, and project cost management. ISO concepts include continuous improvement (Kaizen), customer satisfaction, prevention over inspection, management responsibility, and cost of quality. The goal for a project manager is to minimize the total costs of quality by ensuring that reworks and repairs are minimized. These are the tools that focus on continuous improvement cycle of quality (Plan – Do – Check – Act).
If you have ever worked as a programmer or an operations specialist, you should be familiar with flowcharts. For a project manager, histograms are extremely useful communication tools for communicating with stakeholders and describing quality issues at a glance.
It is used to show the relationship between a dependent variable (shown on the Y-axis) and an independent variable (shown on the x-axis). In quality management, it is used to determine the number of tests that would be carried out and their effect on cost of quality.

In planning quality management, a project manager has to decide on the sample size and frequency to be used in statistical sampling with the team. It is an execution process that ensures that attention is paid to the continuous process improvement while the project is being carried out. Additional tools and techniques used in this process include quality audits and process analysis.
The goal of this inspection is to validate of the deliverables; it is usually conducted by the project manager and the person assigned to the task.
If we are not leading, we are following and most people have negative connotations about being a “follower”. There is a huge gender imbalance in leadership, and the business world is endeavouring to improve that imbalance. She helps soothe the rough and tumble of running a business through education, information and coaching.
A great leader will know this and use their intuition and empathy to drive that business to success. In this article, we will explore another integral part of project management: project quality management. The inputs of the project include the project management plan (which contains the schedule, scope and cost baselines), the stakeholder and risk registers, and the requirements definition (from the scope management process). In some rare cases, the cost of non-conformance might be lower than the cost of performance. The major outputs are the quality management plan (obviously), quality check lists, and quality metrics.
The deliverables that are verified in the control quality process serve as inputs to the verify scope process, where the deliverables are formally accepted.
For instance, a manager could be described as a follower, because they just take orders from the leaders, right?
I am a big fan of lean startup principles and I think the twin ideas of closing engaging with customers and being prepared for mini failures so that you can learn how to build your business by clarifying your business model would fit neatly into this list of suggestions.
As long as the predefined requirements are met, the quality of the project has not been compromised.
Other important inputs to the process are external environmental factors (rules, standards that are applicable to the project environment) and historical lessons from previous projects.
In this case, the project manager should liaise with the project sponsor and the clients in order to determine the next course of action for the project. For repetitive processes, the LCL and UCL are usually set at ±3 standard deviation around the mean. Also, since most of the tools help improve processes, the process improvement plan is an output of this process. Other outputs of the control quality process include updates to the project management plan, project documents, and organizational process assets. If a project sets out to create Celeron microprocessors, as long as the defined requirements are met, the project quality is intact.
However, if a project was set up to create Pentium processors and the end product has a lower grade, then the quality has been compromised.

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