said they couldn’t take designs according to the customer’s requirements, it would make them noncompliant. They insisted doing what their ISO 9000 procedures required, not what the customer wanted. The consequence was quality fell.
As a result, they reimplemented ISO 9000, but instead of writing down what each function did, they wrote down how they processed a project from receipt of customer order to delivery of the building to the customer. Rather than aligning the procedures vertically with the functions, they aligned them horizontally with the project process.
They took a process approach. They also recognized that every project is different, so at the start of every project the project manager had to develop the quality procedure for this project, defining how the standard …show more content…
1.10. (Using the process approach it is much easier to move between the routine and nonroutine, being equally comfortable with runners, repeaters, strangers, and aliens.)
In Fig. 1.10, I describe the process approach to the routine as the “military approach.”
Some people would say that functional hierarchical line management is the military approach. It is not. The military approach is about defining process chains to support the soldier in the front line. During the battle, you cannot extend the time taken to supply him, by having functions work separately, waiting until one function is finished before the next begins. People must be empowered to support the customer within the constraints set by their orders. Functional, hierarchical line management is used in private industry and parts of the civilian civil service.
LEADING CHANGE THROUGH PROJECTS 19
*A list of ISO procedures relating to quality is given in Table 7.1.
1.3 THE MANAGEMENT OF PROJECTS
AND THIS BOOK
Figure 1.9 illustrates that at each level of management we need a strategy to achieve the objectives at that level. The project is part of the strategy by which the parent
As a result, they reimplemented ISO 9000, but instead of writing down what each function did, they wrote down how they processed a project from receipt of customer order to delivery of the building to the customer. Rather than aligning the procedures vertically with the functions, they aligned them horizontally with the project process.
They took a process approach. They also recognized that every project is different, so at the start of every project the project manager had to develop the quality procedure for this project, defining how the standard …show more content…
1.10. (Using the process approach it is much easier to move between the routine and nonroutine, being equally comfortable with runners, repeaters, strangers, and aliens.)
In Fig. 1.10, I describe the process approach to the routine as the “military approach.”
Some people would say that functional hierarchical line management is the military approach. It is not. The military approach is about defining process chains to support the soldier in the front line. During the battle, you cannot extend the time taken to supply him, by having functions work separately, waiting until one function is finished before the next begins. People must be empowered to support the customer within the constraints set by their orders. Functional, hierarchical line management is used in private industry and parts of the civilian civil service.
LEADING CHANGE THROUGH PROJECTS 19
*A list of ISO procedures relating to quality is given in Table 7.1.
1.3 THE MANAGEMENT OF PROJECTS
AND THIS BOOK
Figure 1.9 illustrates that at each level of management we need a strategy to achieve the objectives at that level. The project is part of the strategy by which the parent