Quality Management Survey
This survey aims to assess quality management tools implementation for project management. It is held by a student in master level from UPM (Universidad Politécnica de Madrid). Answers are confidential and anonymous, and will serve only for research purposes.
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1. Preliminary Questions
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What position are you currently holding?
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How many years of experience do you have?
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Which is your company's main sector of activity?
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In which countries does your company operate?
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Do you sell products or services?
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Is there a quality department in your company?
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Does your company have any quality certificates or accreditations (ex: ISO 9001, CMMI,...)
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Does your company have a maturity model implemented in project management?
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Do you consider your firm as project oriented?
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What is the average budget for a project?
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How many people are working on a project in average?
Number of employees in your firm:
Number of employees
Less than 10
Between 10 and 49
Between 50 and 249
More than 250
Clear selection
2. In your company how would you evaluate how well are the following project management tools implemented?
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The project management plan does not exist or a template exists which is barely changed for each project
The project management plan only includes the baselines such as "scope", "schedule" and "cost"
The project management plan includes both project baselines and subsidiary plans in order to describe how the project will be executed, monitored and controlled
The project management plan integrates and consolidates project baselines and subsidiary plans in order to describe with a high level of detail how the project will be executed, monitored and controlled
Project management plan
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The stakeholder register does not exist
The skakeholder register just contains some identification information
The stakeholder register contains information about the potential influence and interest of each stakeholder
The stakeholder register classify each stakeholder for each part of the project assessing their major requirements, their potential influence and their interest
Stakeholder register
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The risk register does not exist or is a template not updated for each project
Main risks are listed without accurately assessing their potential impact and scheduling an apropriate response
Main risks are identified with their potential impact and apropriate response
The identified risks are described in as much detail as is reasonable and the potential response are listed
Risk register
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The requirements documentation does not exist or is a template not updated for each project
The requirements documentation is uncomplete
The requirements documentation lists all the requirements categorized by stakeholder and priority
The requirements documentation contains detailed descriptions and is  acceptable to key stakeholders
Requirements documentation
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Enterprise environmental factors do not exist
A template for enterprise environmental factors exists
Enterprise environmental factors contain conditions, not under the control of the project team, that influence, constrain, or direct the project
Enterprise environmental factors contain conditions, not under the control of the project team, that influence, constrain, or direct the project and is updated on a regular basis
Enterprise environmental factors
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The organizational process assets does not exist
A template for organizational process assets exists
The organization process assets includes the apropriate processes used to perform the project
The organizational process assets includes the processes and procedures for each phase of the project as well as the corporate knowledge base
Organizational process assets
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There is no cost-benefit analysis
A cost-benefit analysis is done but not used for decision-taking
A cost-benefit analysis is reported and used for decision-taking
A cost-benefit analysis for each quality activity compares the cost of the quality step to the expected benefit and is directly used for decision taking
Cost-benefit analysis
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No benchmarking is being done
A benchmarking with no useful conclusion is done
The benchmarking helps identifying best practices
The benchmarking identify best practices, generate ideas for improvement, and provide a basis for measuring performance
Benchmarking
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There is no experiment designed
DOE is used to determine the number and type of tests
DOE is used to determine the number and type of tests and their impact on cost of quality
DOE is used to determine the number and type of tests and their impact on cost of quality and plays a role in optimizing products or processes
Design of experiments (DOE)
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There is no or very few planning meetings
There are a few meetings with not clear propose
There are a few planning meetings aimed to develop the quality management plan
There are planning meetings aimed to develop the quality management plan with everyone necesary in the planning process
Meetings
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The quality management plan is almost not existent
The quality management plan is informal
The quality management plan is formal and broadly framed
The quality management plan is formal and detailed containing standards and quality tools to be used during the project development
Quality management plan
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There is no process improvement plan
The process improvement plan is barely used to analyze project management and product development precesses
The process management plan is used to improve project management and product development processes
The process improvement plan details the steps for analyzing project management and product development processes to identify activities that enhance their value
Process improvement plan
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There are no or really few quality audits
Quality audits are not used for preventive actions and/or in the process of change requests
Quality audits are used for preventive actions and/or in the process of change requests
Quality audits results determine if the project activities comply with organizational and project policies, processes, and procedures
Quality audits
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There is no work performance data
Work performance data is gathered through work execution but not furtherly analized by the controlling processes
Work performance data is gathered through work execution and is processed for futher analysis
Work performance data is gathered through work execution and passed to the controlling processes of each process for further analysis
 Work performance data
3. How would you qualify the following variables in your firm?
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Unexistent
Not really important
Quite important
Very Important
Training
Holistic culture
Scorecards
4. Are the following tools being used?
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Yes
No
I don't know
Cause-and-effect diagrams
Flowcharts
Checksheets
Pareto diagrams
Histograms
Control charts
Scatter diagrams
Brainstorming
Force field analysis
Nominal group technique
Affinity diagrams
Process decision program charts (PDPC)
Interrelationship digraphs
Tree diagrams
Prioritization matrices
Activity network diagrams
Matrix diagrams
Cost of quality
Statistical sampling
Quality checklists
5. What other metrics do you use?
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