CentralScan

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CentralScan is like a "toolbox" which main objective is to introduce a set of different tools that help to develop self evaluation, evaluation and external evaluation of current Process and Procedures of LifeLong Learning Centres.

Education Business Technology

CENTRAL SCAN : a toolforPROCESSscanning A stepbystepapproachtoexcellence

Tools inside the PDCA, tools to initiate JOURNEY Tools for CHECK Tools for LEARN/ACT Tools for PLAN Tools for DO

Matrixesforprocessevaluation: CENTRAL SCAN ,[object Object]

Matriz para evaluar Procesos y PROCEDIMIENTOS

Benchmarking: centralizados/descentralizados

Matrix para la Evaluación externa de Procesos :

diseño, implantación, mantenimiento y mejora

genérico para TODOS los procesos existentes

Professional Associations Final Users Business Associations Documental / publications Admon Industria Marketing Information, enrolment economical management Teaching/Learning Evaluation & Certification Value chain for “Open and Distance Learning” products Demand Analysis Production DELIVERY Post Sales Services

MatrixesforPROCESSEVALUATION : SelfEVALUATION

This document outlines the six steps of project risk management: 1) plan risk management, 2) identify risks, 3) perform qualitative risk analysis, 4) perform quantitative risk analysis, 5) plan risk responses, and 6) monitor and control risks. It describes the inputs, tools and techniques, and outputs of each step. The overall purpose is to systematically manage potential threats and opportunities to achieving the objectives of a project.

Webinar on PMS

vaibhavsharma_engg

The document discusses project life cycle and project management systems (PMS). It describes the typical stages of a project life cycle as initiate, plan, execute, monitor & control, and close out. It notes that actual costs alone do not indicate work progress. An effective PMS provides uniform monitoring and reporting, allows real-time project tracking, enables optimized project execution through baseline monitoring, and facilitates tracking of changes and forecasts. Key questions a PMS can answer relate to schedule, cost, variances, trends, and forecasts. Benefits of a PMS include early warning of issues and enabling corrective actions.

Intro to Project Management

Noman Aftab

A project is a temporary endeavor undertaken to produce a unique product or service. Projects are different from operations in that they have a definite beginning and end, and produce something new. A successful project satisfies customer requirements on time and budget. Projects often fail due to issues like scope creep, poor planning, lack of resources or sponsorship. Project management is the application of skills to meet stakeholder needs and expectations by managing scope, time, cost, quality and risk. Key areas of project management include scope, issue, cost, quality, communication, risk and change management.

Establishing A Qms Ppt2

guevarra_2000

The document discusses establishing a quality management system (QMS) at the Commission on Population and Sustainable Development (CPSC) based on ISO 9000 standards. It describes CPSC's rationale for developing a QMS, key concepts of quality management, and the steps taken to design, implement, and maintain their QMS, including developing documentation, training staff, conducting internal audits, and achieving external certification. The ultimate goals were to improve internal processes and satisfy customer needs according to international quality standards.

Quality management mod

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This document discusses quality management in three main areas: planning quality, performing quality assurance, and performing quality control. It defines key quality-related terms and describes various quality approaches. Quality planning involves identifying requirements, documenting compliance, and using tools like cost-benefit analysis. Quality assurance audits the quality requirements and control measurements. Quality control monitors work to assess performance and identify issues. The goals are meeting customer expectations through prevention and continuous improvement.

The Project Management Plan in 20 steps

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The document outlines 20 steps for developing a project management plan. It discusses that the plan sets the rules for implementing, controlling, and monitoring a project. The plan is developed during the planning phase and integrates all the knowledge areas defined by PMI. It may also include the project life cycle, change management plan, configuration management plan, and methods for maintaining the project baseline. The document then presents a process map for developing the project management plan starting from the project charter. It also provides an overview of the 47 processes defined by PMI, grouped by knowledge areas and process groups.

Spice

Oana Feidi

The document discusses Software Process Improvement and Capability Determination (SPICE), an international standard for software process assessments. It describes SPICE's model and structure, including its two dimensions of process and capability level. The process dimension contains process groups, while the capability dimension measures each process's ability on a scale of 1 to 5. Assessments using SPICE provide organizations with input to improve their software development processes and meet customer needs.

This document is an audit checklist for an organization's quality management system based on the ISO 9001:2015 standard. It contains 35 questions across 10 sections that an auditor would use to assess whether the organization has established the necessary processes, documented information, leadership involvement, and continual improvement activities required by the standard. The questions address topics like understanding the organization's context, determining the scope of the quality management system, establishing quality objectives and plans, controlling externally provided products and services, monitoring performance, and identifying opportunities for improvement.

Audit Competence

spschandel

The document outlines the competencies and attributes required of quality auditors. It states that auditors should have knowledge of audit principles and techniques, management systems, applicable laws and regulations, quality methods and products/processes. Additionally, auditors should be ethical, open-minded, diplomatic, observant, versatile, tenacious, decisive and self-reliant. For internal auditors, the document recommends at minimum a secondary education, two years' experience in the organization, auditor training, participation in three audits and training in quality control methods.

Presentation Ac 12.07.10

Build on Bookkeeping

This document discusses quality management and bookkeeping for the building and design industry. It covers ISO 9001 quality standards, developing competency-based processes, and the costs associated with creating a quality management system. Some of the key points made are that quality management is easier when the business is the primary focus, everyone adheres to a practice manual, and technical excellence is the goal. It is more difficult when design is the primary focus, there is no practice manual or standard details, and no post-occupancy evaluation program. The document also provides a 9-step process for developing competency-based tasks.

Prince 2 Pt 3

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Quality in project management

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This document provides information about project quality management for a group project. It lists the group members and their student IDs. It then introduces project quality management and defines it as ensuring a project satisfies its objectives. It describes the main components of project quality management as quality planning, quality assurance, and quality control. For each component, it provides details on the definition, flowchart including inputs, tools and techniques, and outputs. It provides this information to explain how these three key processes work together to manage quality in a project.

2. traditional project management -ch2

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The document outlines the key phases and processes of traditional project management including defining, planning, executing, monitoring and controlling, and closing. It describes the traditional project management life cycle as involving scoping, developing a project plan, launching the project, monitoring progress, and closing out the project. Additionally, it discusses quality management, risk management, procurement management, and how project management relates to other methodologies.

Ch24-Software Engineering 9

Ian Sommerville

This document provides an overview of quality management in software engineering. It discusses software quality, standards, reviews and inspections, as well as software measurement and metrics. The key points covered include establishing an organizational framework for quality management, applying specific quality processes and standards at the project level, and conducting independent reviews to ensure compliance. Software metrics can help quantify attributes and identify anomalous components, but meaningful relationships between internal metrics and external quality attributes can be difficult to establish.

Quality Mangt

ajithsrc

Quality management involves defining quality standards and procedures to ensure a quality product. This includes quality assurance, establishing standards, quality planning, and quality control such as reviews and metrics. Measurement can assess software quality but relationships between what is measured and quality attributes are complex, and metrics have limitations and rarely predict quality directly.

Ch27

phanleson

Quality management involves defining quality standards and procedures to ensure a required level of quality is achieved in software products. This includes activities like quality assurance to establish standards, quality planning to select applicable standards for a project, and quality control to ensure standards are followed. Software measurement can be used to assess quality by collecting metrics on the development process and product attributes, but accurately relating measurements to quality is challenging due to complex relationships between processes and outcomes.

Quality Management

Buchiri

Penera_Jethro_Chriss_CV

Jethro Chriss Penera

Jethro Chriss Peñera has over 7 years of experience in software testing, quality assurance, and metrics analysis. He has worked at Hewlett Packard Enterprise as a Metrics SME and PH Metrics Lead, and at Azeus Systems Philippines Limited as an Associate Software Test Engineer, Measurement Analysis and Tracking Engineer, Quality Assurance and Review Auditor, and participating in CMMI appraisals. Peñera holds a BS in Mathematics from Ateneo de Davao University and has received training in SQL, testing, statistics, measurement analysis, CMMI, and PL/SQL.

Best Practices in Auditing

PECB

Firstly, it will be clarify some of the misunderstandings of some of the fundamental audit concepts and principals that are implemented during the audit or planning of the audit program, focusing on audit guidelines, auditor principles, audit process principles and types of audits. Furthermore, gaining understanding of the management and preparation of an ISO 9001 audit through audit program pillars, good audit practices and prepared work documents and checklists. Outline how to conduct and close an ISO 9001 audit in a professional manner with the precise audit review. Main points covered: • Fundamental audit concepts and principles • Managing an ISO 9001 audit program • Preparation of an ISO 9001 audit • Conduct of an ISO 9001 audit & Closing the audit Presenter: This webinar was presented by Kefah El-Ghobbas, PECB Certified Trainer and Organizational Development expert and operations manager at TURBO CARBO. Link of the recorded session published on YouTube:https://youtu.be/kK8pAc3QM5E

PCM+LFA-_food.forthought

Ela Gerthnerova

The document discusses Project Cycle Management (PCM) and its importance for development projects. It outlines the evolution of PCM as an approach to improve development effectiveness. PCM provides a framework to ease communication, ensure efficient funding use, and increase measurability and organizational credibility. The key elements of PCM include phases like identification, formulation, implementation and evaluation. Tools like the logical framework matrix are used to design projects and monitor progress. While PCM provides structure, true success requires commitment from planners, implementers and beneficiaries.

Sanjeev - cv

sanjeev Tella

This document contains a resume for Sanjeeva Tella seeking a manager position in quality assurance. It summarizes his 20 years of experience in quality control, inspection, auditing, and project management across various industries. It details his roles and responsibilities in areas like quality planning, vendor evaluation, documentation, audits, and ensuring compliance with standards. It also lists his technical skills and training in safety, coding, and software.

Project Quality Management

GiO Friginal

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Guidelines for processes_and_indicators

UNI QM

This document can be split up in 3 main parts. The first part aims mainly to outline what is understood by “Process Management “, to be able to identify key processes and describe them and their related procedures. The second one is focused on indicators and its specific objectives are to introduce the different categories of indicators associated with the EFQM model, to outline both a direct and indirect indicator model, and to describe perception and performance indicators from LLL Centre. The last part gives the Conclusions and recommendations made by the members of the UNI-QM project.

Quick scan

UNI QM

QuickScan is a very useful tool for self-evaluation. It consists on a basic checklist based on the EFQM sub-criteria but customized to the Lifelong Learning sector. QuickScan easily goes over the different aspects that a Lifelong Learning Centre should contemplate. If any of those areas is not taken into account at your Centre, it can suggest the possibility of establishing an internal improvement project.

Study on negligence of quality assurance and proposing an effective framework...

eSAT Journals

Abstract Quality plays an integral part in the construction industry. Quality assurance is needed because of the involvement of negligence in a project which deduces the quality of the construction .In order to build customer confidence the quality of its work should be done according to the developed quality assurance program. This paper focuses on various negligence of quality assurance practices in the construction industry. The objective of the project is to analyze the various factors that affect quality and quality assurance and to provide an effective framework for the total quality management which helps to increase the quality performance of the construction industry. This project includes a set of questionnaires about quality, quality assurance and total quality management prepared and distributed to various companies and then analyzed. With the help of analyzed data’s a total quality management framework has been proposed to reduce the negligence of quality assurance in the construction industry. Keywords: Quality, Quality Assurance, Total Quality Management and construction etc…

Uni qm framework-for_quality_management

UNI QM

UNI-QM has developed a methodology for the lifelong learning quality management system called UNI-QM Framework for Quality Management which embeds a learning process into a self-improving approach. UNI-QM has developed a unique pathway to excellence lifelong learning centres as well as a full overview of a set of resources that accompanies people on their journey and to provide a better understanding of the framework. These resources are: Case studies to give the user a direct approach to the topic, contributing to concrete experience and observation and reflection. Processes and indicators: that will help the users to form abstracts concepts and to directly test those processes in new situations. Benchmarking tools: to promote observation and reflection among users.

TQF Schematic

Roller Research

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Total Quality Management

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Muhammad Salman Jamil introduced himself and provided his work experience and education credentials. He then outlined the topics to be covered in Lecture 1 on Total Quality Management (TQM), including definitions of TQM, frameworks, pioneers in the field, obstacles to implementation, and benefits. TQM aims to achieve excellence through continuous improvement and customer focus using a philosophical approach to management. It relies on principles like management commitment, treating suppliers as partners, and establishing performance measures.

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CentralScan

1. CENTRAL SCAN : a toolforPROCESSscanning A stepbystepapproachtoexcellence

2. Tools inside the PDCA, tools to initiate JOURNEY Tools for CHECK Tools for LEARN/ACT Tools for PLAN Tools for DO

3. Tools inside the PDCA, tools to initiate JOURNEY Tools for CHECK Tools for LEARN/ACT Tools for PLAN Tools for DO

4. Tools inside the PDCA, tools to initiate JOURNEY Tools for CHECK Tools for LEARN/ACT Tools for PLAN Tools for DO

6. Alfa + DAETE + UNIQM

7. New procesess

8. Procedures

9. Benchmark

10. Evaluate

11. Processdesign & maintenance :

12. externalevaluation

13.

14. Alfa + DAETE +

15. NUEVOS procesos

16. Matriz para evaluar Procesos y PROCEDIMIENTOS

17. Benchmarking: centralizados/descentralizados

18. Evaluación de 1 a 5

19. Matrix para la Evaluación externa de Procesos :

20. diseño, implantación, mantenimiento y mejora

21. genérico para TODOS los procesos existentes

22.

23. Professional Associations Final Users Business Associations Documental / publications Admon Industria Marketing Information, enrolment economical management Teaching/Learning Evaluation & Certification Value chain for “Open and Distance Learning” products Demand Analysis Production DELIVERY Post Sales Services

24. MatrixesforPROCESSEVALUATION : SelfEVALUATION

25. MatrixesforPROCESSEVALUATION : SelfEVALUATION

26. MatrixesforPROCESSEVALUATION : SelfEVALUATION

27. MatrixesforPROCESSEVALUATION : SelfEVALUATION

28. MatrixesforPROCESSEVALUATION : SelfEVALUATION

29. MatrixesforPROCESSEVALUATION : SelfEVALUATION

30. Process Map (CFP-2006) Information Systems Economical Management HHRR Management Strategical process Partnership Management Project Management Information Management Quality Management Innovation Operative Process LONG Courses Logistics Short courses Certification Márketing Taylor made Conferences and Congreses Evaluation Projects Development Support Processes

31.

32. Alfa + DAETE + UNIQM

33. New procesess

34. Procedures

35. Benchmark

36. Evaluate

37. Processdesign & maintenance :

38. externalevaluation

39.

40. From PROCESS to PROCEDURES BENCHMARK CONTENT design ACADEMIC design ORGANIZATIONAL design Course AUTHORIZATION Course Design CONTENT design sessions structure competences methodology ACADEMIC design teachers selection External experts Agenda ORGANIZATIONAL design hour planning budget rooms to be used contracts & sponsors Authorizations doc checking approval steps

41. From PROCESS to PROCEDURES CONTENT design ACADEMIC design ORGANIZATIONAL design Course AUTHORIZATION Course Design CONTENT design sessions structure competences methodology ACADEMIC design teachers selection External experts Agenda ORGANIZATIONAL design hour planning budget rooms to be used contracts & sponsors Authorizations doc checking approval steps

42. MatrixesforPROCEDURESEVALUATION: BENCHMARKING

43. From PROCESS to PROCEDURES Self evaluation Level 1: Quality depends solely on the individual (no procedures) Level 2: Process awakening (basic procedures) Level 3: Vision through processes, professionalisation and a guarantee of quality (intermediate procedures) Level 4: Systematic Assessment and Improvement of processes (sophisticated procedures) Q+ Level 5: Aiming for external excellence (excellent procedures) Course Design CONTENT design sessions structure competences methodology ACADEMIC design teachers selection External experts Agenda ORGANIZATIONAL design hour planning budget rooms to be used contracts & sponsors Authorizations doc checking approval steps

44. MatrixesforPROCEDURESEVALUATION: EFQM scale

45. MatrixesforPROCEDURESEVALUATION: EVALUATION with EFQM

46.

47. Alfa + DAETE + UNIQM

48. New procesess

49. Procedures

50. Benchmark

51. Evaluate

52. Processdesign & maintenance :

53. externalevaluation

54.

55. MatrixesforPROCESSEVALUATION : ExternalEVALUATION MatrixforPROCESSEXTERNALEvaluation