1. that he or she can carry out. Properly quality professional working in the
and fully deployed, the CQP adds value engineering sector. He had worked
to all organisations whether in the closely with procurement, fellow engi-
public, private or third sector. The five neering colleagues and the client, to
areas where the quality professional develop prequalification questionnaires
can be influential and where manage- and a subsequent tender process and
A CQP can con- ment needs to be aware of what sup-
port CQP can give are:
assessment tool. He was very clear
that it was his role to make sure that
tribute much to the Development and deployment of
comprehensive organisational purpose,
whatever was needed was complete
and clearly specified and he needed
management team policy and strategy. Quality profession- to work closely with colleagues to
als are not responsible for defining achieve this. The process needed to be
whether working these issues, but at its most basic level, appropriate, clear and unambiguous.
in or with a non- the quality professional can ask the
questions. “Have we got one?” “What is
The assessment needed to be relevant,
easily-understood, objective and fully
quality-based, a it?” and “What should it be?”
Adequacy of organisational manage-
recorded. Likewise, he worked closely
with all the process stakeholders to
compliance or con- ment system. This includes policies ensure their needs were met and views
and strategies and is typically achieved considered.
formance-based through internal audit and independent He played no part in the actual
organisation” reviews, which can help identify gaps,
inconsistencies and risks all the while
assessment and selection process.
His work was done. He had ensured
ensuring that standards and require- that an effective process was in place,
colleagues and society. The CQP needs ments are met. deployed by the relevant, competent
to ask: “What outcomes might need to Effectiveness of implementation of people – the process owners. A con-
be influenced?” Success criteria need the organisational management system. tractor was selected and after several
to be defined and there needs to be This also includes policies and strate- months, the contract is operating to eve-
clear articulation of management intent gies but takes the work above a stage ryone’s satisfaction. On completion of
and its communication, as well as the further, identifying opportunities for the project, everything will be reviewed
mitigation of project risk. Examples improvement, such as process improve- under the guidance and support of the
might include reject rate reduction, cost ments, and good practice worth shar- quality manager.
per tonne of product reduced, reduced ing. The CQP must also identify quality The acid test for the CQI, as well as
design iterations and repeat business. tools and techniques that a manage- the PPB, will be: “Does our definition
ment team may benefit from deploying. of the role of the quality professional
Areas of activity Delivery of required outcomes from stand up to the needs of current and
A CQP can contribute much to the the organisational management system. future quality professionals in all sectors
management team whether working in Again, this includes policies and strate- of life, especially those where the CQI
or with a non-quality-based, a compli- gies. Given all the work the CQP has does not historically have a sphere of
ance or conformance-based organisa- done, does he or she deliver it? Did the influence?” qw
tion. However, senior managers benefit client receive the product or service
from awareness and clarity around expected on time and within budget, Dr Margaret Rooney, MCqI CqP, is
what the quality professional can offer. using efficient processes, minimal costs, chair of the CqI Professional Policy
In a large, world-class organisation, a minimal iterations, rework or reject Board and a member of the CqI Board
senior CQP may be supporting and and any other requirements placed by of Trustees
managing a team of quality profession- the client or the internal management
als, as well as supporting and influenc- team? Is this how we should monitor the
ing the wider management team. In a effectiveness of the CQP?
smaller organisation, still perhaps on Support and promote an effective
the quality learning curve, the CQP will culture of continual improvement and FEEDBACk
be guiding, supporting and influencing innovation. The CQP’s skills in recognis-
QW and the CQI Professional
the management team, which may be a ing the most appropriate improvement
Policy Board would like
to receive feedback from
team of one owner. and measurement tools, as well as
members in response to
Whatever the scenario, the CQP’s enthusing management and teams to
this article. Please contact
sphere of influence needs to be under- deploy them, will be an important part
editorial@thecqi.org or join
stood. Within that sphere of influence, of this task.
in the discussion on the CQI
the PPB has identified five key activities The role of the CQP can be summed
LinkedIn group
in the five areas or spheres of influence up in comments recently made by a
www.thecqi.org qw | APRIL 2010 | 21
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