However, most scorecards in Orange Ltd contain a great deal of textual commentary that deduces performance outcomes, describes action taken, and projects future outcomes (Ishikawa, 1976). 1. 1. 1 Dash Boards Dashboards are just like automobile dashboards. They enable operational experts and their managers monitor activities generated by core business procedures. But unlike automobiles, most company dashboards display no real times for activities, as they happen; they display them in right time, as customers need to see them. Dashboards mostly show performance visually, by use of simple graphs or charts, such as meters and gauges.
However, dashboard charts are mostly updated in place making the chart to change dynamically (Genichi, 1998). 2. 0 Conclusions Many news headlines concerning the poor quality of IT projects illustrate that quality is a big issue. Some mission-vital IT systems have resulted to deaths, and quality complications in many company systems have lead to major financial crisis. Clients are at the end responsible for defining quality. Significant quality approaches include conforming to requirements, delivering products that are fit for use, and satisfying implied or stated stakeholder requirements.
Project quality management involves performing quality assurance, planning quality, and performing quality control. Quality planning singles out quality standards relevant to the project and how to satisfy them. Quality control involves tracking specific project outcomes to ensure that they conform to quality standards and also identifying methods to enhance general quality. There are many techniques and tools linked to project quality management. The seven common tools of measuring quality are: control charts, scatter diagrams, run charts, cause-and-effect diagrams, histograms, flow charts, and Pareto charts.
Many people contributed to the creation of current quality management. Juran, Ishikawa, Taguchi, and Crosby all made vital contributions to the sector. Many firms today utilize their ideas, which also influenced balanced scorecards, spider charts, and dashboards. There is much room for enhancing IT project quality. Well founded leadership aids emphasize the significance of quality. References Crosby, K. (1979).
Leadership for Quality: An Executive Handbook, NY: Free Press. Foster, S. (2004). Managing Quality: An Integrative Approach, 2nd ED. NJ: Prentice Hall.
Genichi, J. (1998). Planning for Quality in IT firms, NY: Free Press. Ishikawa, K. (1976). Guide to Quality Control, Asian Productivity Organization, Tokyo 1976. Juran, J. & Frank, M. (2002). Jurans Quality Control Handbook, 4th Ed. San Francisco: McGraw-Hill Book Co. Juran, J. (1992). Juran on Quality by Design: The New Steps for Planning Quality into Goods & Services, NY: Free Press. Kathy, S. (2008). Information Technology Project Management, NY: Free Press. Taguchi, M. (2004). Quality Control Handbook, 4th Ed. San Francisco: McGraw-Hill Co.