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Project Quality Management: Tile Inc. Case Study (Research Paper Sample)


Option B: You may choose a business of your own. It must include (but is not limited to) the following criteria:
Clear business objective and a specific completion outcome.
Project team with at least three members in addition to yourself. Each member must have defined roles and responsibilities
Completion window of 180 days.
Cost estimates that serve as the basis for a budget used as part of the plan development process.
You are the project manager.
Refer to the Software Preparation and Technology access study in Unit 1 for information on accessing Microsoft Project.Practice using Project in this course helps prepare you for future professional PM roles and responsibilities. Please use Project for those tasks supported by Project. In addition, you may use a variety of other tools including Microsoft Visio, PowerPoint, and Word, as appropriate.Using Project in this course helps prepare you for future professional PM roles and responsibilities. Please use Project for tasks the software supports. If you have access to other tools such as Microsoft Visio, PowerPoint, and Word, or other project management software you believe may still meet the requirements of this course, please discuss your selected alternative with your instructor.
Using the PMBOK® Guide, create a quality management evaluation for your project, which should contain the following components (at minimum):
Description of the organization’s quality policies:
Identify the quality objectives.
Determine the level of quality acceptable to the stakeholders.
Determine project manager’s roles and responsibilities for executing the policy and ensuring quality.
Develop an acceptance statement for project champions and stakeholders.
Description of the quality control procedures:
Identify the activities and techniques that ensure quality objectives are being met.
Determine the processes and procedures that ensure quality output throughout the project life cycle.
Elements of a quality control system should:
Specify what to control.
Adhere to quality standards that result in the most effective correction action taken.
Establish a measurement methodology.
Include project quality documentation.
Description of the quality assurance procedures:
Ensure that project product, results, or processes meet the required quality levels.
Ensure integration of project scope, time, and cost processes.
Project manager is responsible for establishing any administrative processes and procedures to ensure conformance to requirements of stakeholders.
Identify regulatory or legal impacts or requirements.
Description of the continuous process improvement procedures:
Determine application and integration of CI tools and techniques, including but not limited to:
Process mapping.
Plan-Do-Check-Act (PDCA) cycle.
Root cause analysis.
Agile project management.
Quality circles for project management.
Establish a problem identification and solving process using tools and techniques.
Establish a culture for continuous improvement (CI):
Adaptability and action-oriented leadership styles are inherent in CI cultures.
Develop an innovative and engaged environment for all project team members.
Description of the quality assurance audit processes:
An independent evaluation of the project to ensure conformance to the project quality requirements, standards, and polices:
Develop a quality assurance audit plan to:
Planned quality requirements.
All safety requirements.
All regulations and legal requirements.
Accurate data collection methods.
Proper corrective action methods.
Use the software of your choice to develop the deliverables for this assignment.This assignment has one deliverable:
Deliverable 1: Complete your project quality management evaluation using the components listed for this deliverable.
References: There is no set number of references required for this assignment. Use scholarly or academic sources where applicable.
Use your choice of Microsoft Word, Visio, or PowerPoint.
All assignments are professional documents and should therefore follow the corresponding Academic and Professional Document Guidelines (linked in Resources), including single-spaced paragraphs.
Use APA style and format for references and in-text citations.
By successfully completing this assignment, you will demonstrate your proficiency in the following course competencies through corresponding scoring guide criteria:
Competency 1: Create a project plan, including subsidiary plans, to deliver project outcomes that meet stakeholder expectations.
Describe the organization's quality policy.
Analyze project quality procedures.
Competency 3: Communicate formally and informally with project stakeholders and sponsors.
Describe quality assurance procedures.
Describe continuous improvement procedures.
Competency 4: Establish change-control processes, and use the tools and techniques to assure approvals.
Describe quality-assurance audit activities.
Your course instructor will use the scoring guide to review your deliverable as if they were your immediate supervisor. Review the scoring guide prior to developing and submitting your assignment.
If you have little or no background in business, you may find the following resources helpful in providing some foundational knowledge on this week’s topic:
Basu, R. (2012). Managing quality in projects (advances in project management). Burlington, VT: Gower.
Chemuturi, M. (2013). Mastering IT project management: Best practices, tools and techniques. Plantation, FL: J. Ross Publishing.
If the topic this week is one you are interested in knowing more about, the following resources may be just what you are looking for:ďťż
Backlund, F., Chronéer, D., & Sundqvist, E. (2015). Maturity assessment: Towards continuous improvements for project-based organisations? International Journal of Managing Projects in Business, 8(2), 256–278.
Drob, C. (2013). Overview about project quality management. Studies and Scientific Researches: Economics Edition, 18, 231–236. Retrieved from
Eaidgah, Y., Maki, A. A., Kurczewski, K., & Abdekhodaee, A. (2016). Visual management, performance management and continuous improvement: A lean manufacturing approach. International Journal of Lean Six Sigma, 7(2), 187–210.
Kovach, J. V., & Fredendall, L. D. (2015). Learning during design for six sigma projects-A preliminary investigation in behavioral healthcare. Engineering Management Journal, 27(3), 109–123.
Gonzalez Aleu, F., & Van Aken, E. M. (2016). Systematic literature review of critical success factors for continuous improvement projects. International Journal of Lean Six Sigma, 7(3), 214–232.


Project Quality Management: Tile Inc. Case Study
Student’s Name
Institutional Affiliation
Project Quality Management: Tile Inc. Case Study
1.0 Project Overview
Project Target: This project concerns a firm known as MarketRF, a marketing company that plans to help another company, Tile Inc. a ceramic tiles producing company to increase its sales from the current 0.9 million pieces/year to 1.5 million pieces/year.
Project Team:
1 Chime Joseph (Project Manager): Managing the activities of the team and ensuring that activities meant to achieve the project’s goals are well set in place.
2 Clinton Cling (Marketing Officer): Using theoretical and practical marketing concepts and technology for instance, social media, AI, and TV advertisements to promote ceramic tiles to the current target market of Tile Inc.
3 Bill Fredrick: Director of Communications: Is expected to work closely with the Marketing officer, in the sense that upon the latter finding deals with agencies or individuals, the Director of Communication is expected to provide formal communication about product options, product costs, and delivery options.
Completion Window: September 7th 2021 to 7th February, 2021.
Cost Estimates: $ 75000 (Project team service costs).
1 Description of the organization’s quality policies
The quality objectives of MarketRF include:
1. To ensure that customers get their order delivered in time, preferably 30 minutes before the time they expect the delivery.
2. To guarantee that 100% of all tiles ordered by customers get to them without any breakages.
3. To give customers professional advice upon contacting MarketRF so that customers are able to order the exact type of tiles that they need for their premise and to achieve proper installation.
The level of quality acceptable by Tile. Inc. customers are in tandem with MarketRF’s quality policies set for this project, that is:
1. To experience no delays following their placement of orders
2. To receive all tiles in the conditions that they expect them, that is, without any breakage
3. To get the exact type of tiles that suit their needs and to have the tiles professionally installed to guarantee durability.
Chime Joseph, the project manager, has the following roles and responsibilities necessary in executing quality policies set for the project:
1 Ensuring that the channel of communication between customers and the project team through the director of communications is consistent and uninterrupted. This would ensure that orders are clearly recorded and can therefore, easily be tracked for timely delivery.
2 To liaise with the Tile Inc. management in implementing an effective quality management system on the company’s production chain, to ensure that only tiles without defects are packaged for sale.
3 To liaise with Tile Inc.’s logistic services in ensuring that orders recorded by the director of communication are delivered in time according to deadlines indicated in the system.
4 To ensure that the director of communications has the necessary communication skills and professional capacity to communicate with and advice clients accordingly. This can be achieved by liaising with MarketRF’s management to provide resources for training for instance if the director of communication needs it. Training is in line with Juran’s principles of quality improvement that underpins training an important aspect that reduced the probability of skill execution (Chand, 2021). The project manager can also ensure that MarketRF provides translation services for the director of services as some customers might not speak the same language as the director of communications.
An acceptance statement for project champions and stakeholders: Trade between Tile Inc. and its customers can only be considered as satisfactory if the orders are delivered in a timely manner, if all tiles delivered to customers have zero percent defects, and if clients have been professionally and appropriately advised.
1.3 Description of the quality control procedures:
Activities and techniques that ensure quality objectives are being met.
1. The elimination of defective tiles from the production process used by Tile Inc. and the packaging of tiles with 0% defects ready for distribution
2. Careful and proper transportation of tiles to destination to avoid transportation-related damages.
3. Timely response to all orders by Tile. Inc. logistics services, as forwarded by the director of communication
4. Professional advising of customers that reach out to the director or communications
The processes and procedures that ensure quality output throughout the project life cycle.
1 Professional advice
2 Quality checks
3 Efficient transportation
4 Effective communication channel between Tile Inc. staff, project team, and customers.
According to Drob (2013) the elements of a quality control system is that it should, specify what to control, include project quality documentation, comply by the quality standards that result in the most efficient correction action taken, and finally be able to establish a measurement methodology. These are all characteristic of the quality control system adopted by MarketRF for this project as it specifies what to control (time, physical state of tiles, and the knowledge of customers regarding the products they intend to buy), has been documented in this study, developed strategies that would assist in utmost corrective action (internal cost-reject of defective tiles before packaging), and detailed all the processes required to achieve the highlighted quality control systems (roles and responsibilities of project manager).
1.4 Description of the quality assurance procedures:
The quality assurance procedures related to this project, ensure that time and cost processes are integrated as timely delivery of tiles ensures that no orders are rejected on ground of delay, a move that would mean the company has lost on resources deployed for delivery. The quality assurance procedures also recognizes regulatory and legal prerequisites are observed, especially in line with business ethics that requires customers to receive the value for the money they have paid (Blanchard, 2019). By delivering tiles that have 0% defects, customer expectations are met by Tile Inc. and customers are left feeling like they have not lost on an investment. Based on the alignment of MarketRF quality policies and the levels of quality that are expected by Tile Inc. customers, it is also evident that the quality system used by MarketRF ensures that project results, product, or processes have met the necessary quality levels. The project manager, working in liaison with Tile Inc. staff (management and logistics department), as well as the director of communications, and MarketRF’s management, as highlighted earlier, is responsible for the establishment of any administrative procedures and processes to ensure adherence to requirements of stakeholders (customers). In this case, Tile Inc. is also considered as a stakeholder by MarketRF project team and the quality policy applied by the team increase its probability of achieving the set goal of sales improvement from the current 0.9 million pieces/year to 1.5 million pieces/year.
1 Description of the continuous process improvement procedures:
In liaison with Tile Inc. management, the project manager would develop a process map that clearly shows the process inputs and outputs for every stage of production, placing quality checks where necessary. These checks are important preventive costs that assist in the reduction of production of tiles with defects, benefiting both the company and the customer. According to Kerzner (2017), Plan-Do-Check-Act (PDCA) cycle, refers to a continuous loop of planning, doing, checking (or studying), and acting, that makes risk or error reduction easier in project management, as it helps in the simulation of the real process. At the start of the project therefore, the project manager will develop a PDCA cycle, analysis all the processes and activities from start to finish and examining all possible case scenarios. The project manage would then be in a position to solve problems, giving an opportunity at high quality even before the whole system is put up together or the project commences.
Part of the preventive costs incurred by MarketRF project team would be root-cause analysis that would ensure that mistakes noticed during the marketing project are not replicated in future projects, by being able to establish why these problems can up even in the first place. The MarketRF project team currently relies on DMAIC quality management that involves five elements, Define, measure, analyze, improve, and control. It intends to apply the same in this marketing project, ensuring that it is able to define quality problems during project execution, establish their magnitude, assess their origin, improve quality system checks on future problems like this, and eventually come up with a procedure or process t

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