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Essay / Research Paper Abstract
A 6 page paper discussing quality in terms of project management, customer service and six sigma. It appears that quality issues currently are in the process of being redefined within IT. No longer does quality merely equate to adequate function and absence of "down time," it also reflects waste management and avoidance; better project management capabilities; and attention to best practices. Greater attention to the customer likely will be next on the horizon, as increasing numbers of users come to expect increasing capabilities and reliability. Bibliography lists 6 sources.
Page Count:
6 pages (~225 words per page)
File: CC6_KSitQualCul.rtf
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Unformatted sample text from the term paper:
tech renaissance. ZDNet Asia. Retrieved November 28, 2006 from http://www.zdnetasia.com/toolkits/0,39047352,39239418-39094243p,00.htm. For a chart that can be used with this paper. Introduction
Quality would seem to be quite easy to achieve in a functioning IT system, because either the system "works" or it does not. In the past the concept
of whether a system works referred to its state of functionality. Today IT systems are called to provide so much more than a place of electronic storage and retrieval
of historical data. Also, the concept of quality has changed over the years as well. System response; insight into current business and
future trends; elimination of waste; and customer approval all are of greater import in IT now than in the past. They are also all factors of Total Quality Management
(TQM) as defined by Deming (1986) and others. Waste Factors Jeffery and Leliveld (2004) report that in 2002, companies spent $780 billion on
IT in the US alone, and that as many as "68% of corporate IT projects are neither on time nor on budget, and they dont deliver the originally stated business
goals" (p. 41). The fact is not news to anyone working in IT project management, but its magnitude may be. At a time when business is more competitive
than at any other time in the past, it would seem that controlling these costs and eliminating waste of resources would have become critical activities. Jeffery and Leliveld (2004),
however, found that only 59 percent of companies assess the potential return of IT projects before undertaking them. More surprising is that only "25% measure the realized ROI after
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