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Kepimpinan Projek_Leading the Project_Bengkel Pengupayaan Kepemimpinan Ketua-Ketua Jabtan IAB_bertempat di IAB Cawangan Utara_16Mac2023

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Kepimpinan Projek_Leading the Project_Bengkel Pengupayaan Kepemimpinan Ketua-Ketua Jabtan IAB_bertempat di IAB Cawangan Utara_16Mac2023

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An issue or a problem are the two words that are often mistaken for the same meaning. This happens because both of these words point towards testing or challenging situations.

A problem and an issue are the certainties that matter; they need to be given the required attention and solved.
The main difference between issue and problem is their size. An issue is a small situation that can be taken care of by some discussion. It doesn't affect people or their lives much. In contrast, a problem is a more significant situation that needs to be surmounted as soon as possible because it can change lives.
An issue is a situation that asks for a discussion or a debate. This situation generally arises due to a particular topic on which different people might have different views.

An issue can be continued for a long time, but it does not alter your life. However, it might create a little annoyance at first.

A problem, on the other hand, is a negative situation that requires an instant solution or else it might grow even more damaging. A problem, if not solved on time, can result in altering your life.

Readers who read this also read:

It not only affects you but also the people around you.

Definition
It is a situation that requires a discussion or a debate

It is a negative situation that requires an instant solution

Usage
It is comparatively used more.

It is used less because most the people solve the situation with discussion before it becomes a problem.

Solutions
Discussion and debate.

Instant decision, but it should be given a lot of thought.

Impacts
It impacts both positively and negatively hence is has neutral impacts.

This has only one impact, and that is negative.

Outcomes
Not life-altering, mostly solved or forgotten.

Life-altering can create harsh and bad feelings between people and ruin their relationship.

An issue is an unsettled controversy that requires a discussion, something that is debatable or has many different points of view. It has a neutral nature, i.e., it can have a negative impact and a positive impact as well.

Depending on this factor, an issue can lead to a healthy discussion, but at the same time, it can lead to an unhealthy discussion, which might create some annoyance between people.

An issue can have different meanings and outlook for different people; it can be a good thing for one and bad for others, leading to its controversial nature.

An issue is generally a small situation that does not have any life-altering effects. However, a discussion on a particular issue can be continued for a long time.

But after some time, the issue does not remain the same. Either it becomes something severe to people, and other times, it does not even matter.

Whenever you hear the word "problem," you immediately think about the word " solution". A problem refers to a negative and unwelcome situation that needs to be dealt with as soon as possible.

A problem generally leads to harsh and bad feelings in a relationship. It can alter your life either permanently or temporarily because, in case of finding a solution, it might create annoyance.

A problem affects a particular person, and the people around them get dragged into it even if they are not related to that problem. It is a more significant situation that requires a fair amount of thinking for finding the right solution.

A problem cannot continue for a long time, or else it can become severe and affect a person's life negatively. It can also affect their relationships with other people.

A problem negatively affects a topic, and hence it becomes a barrier to success.

1. An issue is a situation that needs a discussion or a debate, whereas a problem requires an urgent solution.

2. An issue has a small or no impact on people, whereas a problem can significantly affect people.

3. An issue is not life-altering. It does not create any other serious situations. While a problem is life-altering, it can often create bad conditions in the relationship with other people and can cause some harm in other situations that a person might have.

4. An issue can continue for a long time, but with that time, it loses its essence. It does not remain the same as it was in the beginning. Whereas a problem can not continue for a long time, because in that case, it can become even more severe.

5. An issue is not a barrier to success, whereas a problem is.

6. An issue is neutral, i.e., it can have a good impact and lousy impact as well. It is different for different people. In contrast, a problem only has a negative effect.

An issue is created when a topic with a lot of different points of view emerges between people. It is an unsettled point in a discussion that will have opposing views and requires a relevant discussion.

An issue has a different meaning for different people. It may mean one thing for some people, and for others, it may mean something different.

If continued for a long time, it loses its effect on people. Sometimes it increases to a level that eventually becomes a problem, and other times people don't even bother to discuss it anymore.

On the other hand, a problem is a negative situation that requires an instant solution. It can not be dragged along for a long time, resulting in something harmful to that person.

A problem has life-altering effects since it can create grudges and annoyances between people and ruin their relationships.
However, an issue can also have a positive impact on people's lives, but a problem will always have a negative effect.

1. https://www.jstor.org/stable/23317338

2. https://www.tandfonline.com/doi/abs/10.3109/00365513.2012.681935

For instance, forgetting your assignment at home is an issue but getting rusticated from a school is a problem.

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Difference Between Issue and Problem [Updated 2022]

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An issue or a problem are the two words that are often mistaken for the same meaning. This happens because both of these words point towards testing or challenging situations. A problem and an issue are the certainties that matter; they need to be given the required attention and solved.

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PPD Gombak 30 SEPT 2022_Pengurusan Projek dan Pengendalian Majlis

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PPD Gombak 30 SEPT 2022_Pengurusan Projek dan Pengendalian Majlis

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Pengurusan Projek_PPD GOMBAK30 SEPT 2022

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WITH SHAUKATH LATEEF, A SCHOOL LEADER FROM MOE, MALDIVES

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Resume :
Jawatan : Pensyarah Kanan DG54.
Post:  Senior Lecturer
Jabatan Kepimpinan Teknologi dan Digital.
IAB Cawangan Genting Highlands.

Dept. of Technology and Digital Leadership

Institut Aminuddin Baki

Genting Highlands Branch

Ministry of Education,

Pahang, Malaysia

Tempoh Perkhidmatan :
17 tahun di IAB,
34 tahun perkhidmatan di KPM.
Years of Service : 34 years in MOE
Tarikh Persaraan : September 2023.
Date of Retirement : September 2023.

Bidang Pengkhususan :
1. Educational Leadership and Management,
2. IT management in School,
3. Project Management,
4. Powerful Presentation,
5. School Improvement,
6. Training Module Development,
7. Data Driven Decision Making,
8. Change Management and Leadership,                                    9. Instructional Design,
10. Training/Teaching Strategy.                                                                                                                                                             * Pernah berkhidmat di RTM selama 3 tahun sebelum menyertai KPM .

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HOW TO USE JIRA | Free Agile Project Management Software (Jira tutorial for Beginners)

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Penulisan Jurnal diri Graduation Preparation-Email to  participants

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Understanding the difference

Program Manager and Project Manager may sound like similar roles, but there are critical differences between them. Both roles are essential to the long-term objectives of an organization and are interlinked in many ways. It is necessary, therefore, to understand the difference between the two positions.

Program Vs Project

A program is a collection of many projects and is directed towards the accomplishment of long-term organizational goals. A project is one section out of many in the actual work body and is a focused effort towards a specific deliverable within the program. Here are some different characteristics of both -

To understand the distinction between a program and a project, let's take the example of building a house. The program is to build a house to live in. The different projects within this program could be wiring the electrical connections, installing the plumbing, making doors and windows, etc.

While developing tools and IT solutions for our clients, the QuickScrum team is mindful of the program-project distinction. All our intelligent tools offer different dashboards, views, and analytical parameters for data insights, related programs and projects.

Program Manager Vs Project Manager

Both the program manager and project manager are critical roles in an organization. They hold different but critical positions and have their own ways of contributing to the company's success. Let's take a look at both these roles individually before comparing a program manager and a project manager.

What is a Program Manager?

A program manager is responsible for defining the strategy and objectives of a program. They outline the vision that the organization hopes to achieve with the successful completion of the program. The program manager also spells out the list of related projects that will comprise the program.

Taking our example of building a house forward, we can say that the program manager is the architect who creates the blueprints and floorplan for the house. Just as an architect would not be engaged in painting the house walls, the program manager does not work directly on projects within the program - but oversees everything.

They are responsible for hiring the right people who will work on the program, defining a budget, determining the returns on the investment, strategizing and other initiatives that impact several projects at once.

Let's look at some fundamental aspects of a Program manager 's job -

The program manager is supposed to look at the big picture and think of the broad impact the program can make on the organization. They must strive for the success of all the projects within the program and work towards the organization's long-term goals.
1. Purpose
The program manager is responsible for overall company goals. Their focus is internal and external to ensure that best practices are followed, processes are efficient and effective communication with customers. Program manager s should be clear about the strategic direction of the organization and take decisions accordingly.
2. Responsibility
Program manager s create a roadmap spanning the entire length of the program. This includes defining the different projects within the program and creating a plan for them.
3. Roadmap
Program manager s deal with metrics that describe the ROI of the entire program. This includes estimating the associated risks, planning for risk mitigation, and resource utilization.
4. Metrics
What is a Project manager?

Project managers are primarily responsible for the operations of an individual project within a program. A project manager 's role is more skill-oriented and related to planning in any organization. They are responsible for completing tasks, improving operational efficiency, delegating responsibilities, and staying within the budget.

If building a house is a program, plumbers, electricians, painters, and engineers are project managers. In a typical program-project scenario, project managers will report to software program managers. In software development companies, project manager s are responsible for defining a project's goals, driving the team to achieve the goals, communicating the scope and parameters of the project, and meeting the stakeholder expectations.

QuickScrum tools such as the Scrum Board and Kanban board help keep all project communications in a single, easily referenceable thread to facilitate a project manager's job.

A description of the fundamental points in a Project manager's role is given below -

The Project manager's thinking is tactical and detail-oriented. Project manager s are required to coordinate cross-functional work to complete the deliverables on time and within the budget. They have a set start and end date for the project, and their job is to achieve the same in keeping with the pre-defined standards of quality.
1. Purpose
Resource planning, defining the project scope, scheduling the work, and budgeting for the project are some of the project manager's primary responsibilities. Their focus is always on the internal aspects of the organization and the team.
2. Responsibility
For a project manager, the road-mapping exercise is limited to the project deadlines. Project manager s also help identify bottlenecks, track the project's progress, work in tandem with interconnected projects, and monitor operational efficiencies.
3. Roadmaps
Some crucial metrics that project manager s need to keep an eye on include schedules, budgets, resource utilization, and workforce planning.
4. Metrics
Based on the differing roles of a program manager and project manager, the management software and tool used should have different rights of use, separate templates and work views for each. Keeping with the concept, QuickScrum tools are structured to enable efficient monitoring for various projects in your organization and the overall programs.

Conclusion

In the end, the three main differences between a program and a project manager are -

A program manager supervises a group of projects; a project manager oversees one individual project, which is a part of a program.

Program managers focus on long-term objectives, and project managers focus on short-term tangible deliverables.

Program managers think strategically, project managers think tactically and focus on details.

Even though a program manager and project manager's day-to-day work differs significantly, people working in both these roles need to have good management skills, organizational skills, and efficiency to perform their job correctly. The program manager and project manager may be working towards differently defined goals in the short term, but their objectives coincide with the overall company objectives in the long term. In understanding program manager vs project manager roles, we must also accept that both these roles' challenges and obstacles are similar.

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The difference between the program manager and project manager roles. Understanding the meaning of program, project and relationship between the two. The significance of project manager vs program manager with details responsibilities and roles of both positions in an organization.

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School Leaders @ Kepala Sekolah from Lombok, Indonesia

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Presentation by MA Students from Prince of Songkla University, Thailand.

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School Leaders @ Kepala Sekolah from Lombok, Indonesia

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School Leaders @ Kepala Sekolah from Lombok, Indonesia

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School Leaders @ Kepala Sekolah from Lombok, Indonesia

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School Leaders @ Kepala Sekolah from Lombok, Indonesia

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School Leaders @ Kepala Sekolah from Lombok, Indonesia

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School Leaders @ Kepala Sekolah from Lombok, Indonesia

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Program Leader_Dr Jamilah Jaafar

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KURSUS PEMFOKUSAN DATA UNTUK PEMIMPIN SISTEM KPM

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PRESENTATION ON PROJECT PROPOSAL_DATA DRIVEN DECISON MAKING COURSE FOR MOE SYSTEM LEADERS

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PRESENTATION ON PROJECT PROPOSAL_DATA DRIVEN DECISON MAKING COURSE FOR MOE SYSTEM LEADERS

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What is risk-based thinking?

Ernest Blanchard, who has over 20 years of experience conducting system audits in a variety of industries and three years of study dedicated to risk in a doctoral program, dove into answering this question during the Deploying Risk-Based Thinking within Management Systems webinar hosted by Redica in April.

To watch the entire webinar and download the slides, go here. Otherwise, continue reading to learn about the key points Blanchard discussed during his talk and how you can use risk-based thinking to make decisions in your organization.

Risk vs. Uncertainty

Blanchard cited Risk Uncertainty and Profit by Frank H. Knight published in 1921 as one of the first works that ever talked about risk. From this book, the concept of "Knightian uncertainty," or a risk that is "immeasurable, impossible to calculate," arose in the world of economics.

As defined in Knight's book, risk must be separated from uncertainty. Risk, he argues, is generally a measurable uncertainty as opposed to "true uncertainties" that cannot be measured such as health or relationships. Risk management then, according to Blanchard, is the coordinated activities used to direct and control an organization with regard to its calculable risk.

Defining Risk-Based Thinking

Risk management is a concept that is generally understood and used across industries, however, risk-based thinking is something that's not broadly well-defined or practiced. To fill this void, Blanchard combined the definition of risk from three sources to craft a solid definition, including:

ISO 3100:2018

ISO 9001:2015

Enterprise Risk Management

The result is Blanchard's definition of risk-based thinking: "A systemic organic process of integrating risk management thinking at all levels of the organization continuously."

Definition of risk-based thinking: 'A systemic organic process of integrating risk management thinking at all levels of the organization continuously.'
Ernest Blanchard

To further unpack this a bit, Blanchard explained "systemic organic" as people and not just a framework. It's not just working the plan, it is an organic process where people integrate the idea of risk management thinking into all levels of their organization on a regular, continuous basis.

Using risk-based thinking is what enables an organization to determine the factors that could cause its processes in quality systems to deviate from the planned results.

Tools for Risk Assessment

When leadership in an organization begins to assess risk, they begin by identifying the context the stakeholders need. They ask questions such as:

What are the actions we're doing?

How are we going to make sure we get it implemented throughout the quality system?

Then how do we evaluate the effectiveness?

Heat Map

To begin answering these questions, Blanchard suggests using a heat map. A heat map is a visual representation of the risk spectrum and should be highly tailored to meet your organization's needs.

The rows are different categories of likelihood and the columns are categories of consequences. In some cases, you might only use three categories for each, but in a more highly regulated industry, more detail and options will be needed for your risk assessment.

For example, if you manage a plant that produces safety-critical products, then you're going to have to identify not only what the risk is, but also the probability of it happening in various levels of severity.

To easily distinguish between the different levels of risk, you can add color and numbers to your heat map. The standard is as follows:

Red/High Number = Critical or Intolerable

Yellow/Mid-Range Number = Cautionary

Green/Low Number = Acceptable

Risk Assessment Log

Another risk assessment tool is one that Blanchard put together himself, the Risk Assessment Log. In it he lists:

Potential Hazards

Stakeholders that control the severity of the risk occurrence

Controls such as a Business Contingency Plan

Severity with Moderate, Major, and Severe as the options

Occurrence ranked from 1 to 5

Consequences ranked from 1 to 5

Risk Rating ranked from 1 to 20

Combined Heat Map and Risk Assessment Log

Blanchard then presented an example that combined both tools, the Heat Map and the Risk Assessment Log. Using the two you can easily answer the following questions:

What processes are impacted?

What's the name of the risk?

What are the KPIs used to evaluate the effectiveness of the risk control?

Also, as you can see in this example, the list includes everything from quality, equipment, production, logistics, finance, HR, and the overall plant. So, based on Blanchard's own definition of risk-based thinking, it's applicable to all levels of the organization.

Implementing Risk-Based Thinking

The leadership at any organization is tasked with implementing a risk management process and, in turn, promoting risk-based thinking in conjunction with that process said Blanchard.

One of the most valuable aspects of a quality management system is a solid risk management program that is then expanded and promoted throughout the entire organization. And, to take things further, each site of an organization should have its own documentation because each site may have different risks and may rate risk differently.

One of the most valuable aspects of a quality management system is a solid risk management program that is then expanded and promoted throughout the entire organization.

It's not enough to just have a solid documented process in place by leadership. Successful implementation of risk-based thinking must include a solid communication plan. Put your risk assessment in the lunchroom, on the floor, in training materials-everywhere. "Communicate. Communicate. Communicate." said Blanchard. All levels and functions within an organization need to be involved to implement a truly effective risk-based thinking approach.

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What is risk-based thinking? Ernest Blanchard, who has over 20 years of experience conducting system audits in a variety of industries and three years of study dedicated to risk in a doctoral program, dove into answering this question during the Deploying Risk-Based Thinking within Management Systems webinar hosted by Redica in April.

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BRAINSTORMING_IDENTIFYING THE ISSUE

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BRAINSTORMING_IDENTIFYING THE ISSUE

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BRAINSTORMING_IDENTIFYING THE ISSUE

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BRAINSTORMING_IDENTIFYING THE ISSUE

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BRAINSTORMING_IDENTIFYING THE ISSUE

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Presentation by MA Students from Prince of Songkhla University, Thailand.

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Presentation by MA Student from Prince of Songkhla University, Thailand

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Presentation by MA students from Prince of Songkhla University, Thailand

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Program  Leader and Head of Delegation from Prince of Songkhla University, Thailand

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WORKSHOP ON USING CAUSE AND EFFECT TOOLS

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WORKSHOP ON USING CAUSE AND EFFECT TOOLS

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WORKSHOP ON USING CAUSE AND EFFECT TOOLS

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WORKSHOP ON USING CAUSE AND EFFECT TOOLS

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USING TRELLO FOR ONLINE PROJECT MANAGEMENT

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USING TRELLO FOR ONLINE PROJECT MANAGEMENT

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Using Trello for Online Project Management

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PROGRESS TRACKER_Creating Progress Tracker with check boxes in EXCEL

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PROGRESS TRACKER_Creating Progress Tracker with check boxes in EXCEL

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Creating Progress Tracker with check boxes in EXCEL

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TECH-014 - Create a progress tracker with check boxes in Excel

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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Presentation by course participant

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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KURSUS PEMFOKUSAN DATA UNTUK PEMIMPIN SISTEM KPM

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PRESENTATION ON PROJECT PROPOSAL_DATA DRIVEN DECISON MAKING COURSE FOR MOE SYSTEM LEADERS

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PRESENTATION ON PROJECT PROPOSAL_DATA DRIVEN DECISON MAKING COURSE FOR MOE SYSTEM LEADERS

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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Pengurus Kursus : Dr Muhammad Azhar bin Stapa

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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PROJECT MANAGEMENT COURSE_IPG KOTA BHARU 06-09 SEPT 2021

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INNOVATIVE PROJECT OPTIONS TO SOLVE PROBLEMS ON TIME AND UNDER BUDGET

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INNOVATIVE PROJECT OPTIONS TO SOLVE PROBLEMS ON TIME AND UNDER BUDGET

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DEVELOPING, IMPLEMENTING AND USING WINNING KPIs

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DEVELOPING, IMPLEMENTING AND USING WINNING KPIs

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KNOWING THE CRITICAL SUCCESS FACTOR IN PROJECT MANAGEMENT

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KNOWING THE CRITICAL SUCCESS FACTOR IN PROJECT MANAGEMENT

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MEASURING THE SUCCES OF PROJECT MANAGEMENT SOLUTIONS

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MEASURING THE SUCCES OF PROJECT MANAGEMENT SOLUTIONS

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AS9100D - Risk Management vs Risk-Based Thinking: Just What is the Difference?

Risk-Based Thinking requires organizations to consider the risks they face during strategic planning, planning for product and service conformity, management review, and when taking corrective action. The idea is that the organization works to identify risks, decides if action is required, and if applicable, takes action. That said, It is important to note that it is not necessary to track the risk as the project progresses to judge the effectiveness of the action, and whether additional action is necessary.

Risk Management, on the other hand, is a process for identifying risks, determining actions to mitigate those risks, tracking those actions, and then re-assessing any remaining risk after actions are deployed. It involves not just thinking about risk at certain stages during the realization of products and services, but also having a process to track these risks until they are addressed, mitigated, or eliminated.
What is required for operational risk management, and what isn't?
To start with what is not required - there is a note specifying that while clause 6.1 "Actions to address risks and opportunities" addresses the risks and opportunities for the QMS, clause 8.1.1 "Operational Risk Management" is limited to risks that are associated with operational processes needed by the organization to provide its' products and services. Therefore, while your organization may identify a QMS risk that your organization might soon have a rival company to compete with, this is not a risk that needs to be tracked according to the risk management requirements, as it is not an operational risk.
There are at least five requirements that an organization needs to consider during the planning, implementation, and control of the operational risk management process. They are:

1. Assign Responsibilities - Who owns the process? Who constitutes the Team? Which departments need to be included? If actions are likely to be assigned to a certain department or function, it is best to have them involved in the whole management process.

2. Determine Risk Assessment Criteria - What criteria will be used for risk assessment? How will you quantify which risks to accept and what you will mitigate? A note in this clause states that within the aviation, space, and defense industry, risk is generally expressed in terms of the likelihood of the occurrence and the severity of the consequences (a good example of this might be Failure Mode Effects Analysis or FMEA).

3. Identify, Assess, and Communicate Risks - Any risk of product failure due to must be communicated to those who design and realize the product. Without effective communication, risk identification is ineffective.

4. Identify, Implement, and Manage Mitigation Actions - There are a multitude of ways to address risk, ranging from risk reduction all the way to complete elimination of the risk - or, in other words, try to prevent the risk from happening. If a risk exceeds your acceptable criteria, take actions to address the risk and track those actions.

5. Re-evaluate the Risk that remains when mitigation is complete, and continue to work to reduce it - Risk management is an iterative process, where the risk can always be reduced.

Has anything really changed from AS9100 Rev C?
The requirements have remained greatly unchanged since the past revision. Risk management process requirements were already included in AS9100 Rev C as risk management, and the five requirements have remained basically as they were. The real change here is the clarification that these requirements only applied to operational risk, hence the name change in the clause. The other change from Rev C is the addition of the two notes to clarify how these requirements are separate from risk-based thinking and to make it clear that risk in aerospace is a combination of likelihood and severity. For organizations that are already compliant with AS9100 Rev C, the current risk management process should most likely remain unchanged.

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AS9100D - Risk Management vs Risk-Based Thinking: Just What is the Difference? - Quality Resource Center, Inc.

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AS9100D - Risk Management vs Risk-Based Thinking: Just What is the Difference? Risk-Based Thinking requires organizations to consider the risks they face during strategic planning, planning for product and service conformity, management review, and when taking corrective action. The idea is that the organization works to identify risks, decides if action is required, and if ...

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Although risk has long been mentioned in various ISO standards, newer versions of various standards are mentioning risk much more prominently. The latest versions of the ISO 9001 and ISO 14001 standards require that organizations use risk based thinking when managing numerous processes through performance evaluation, operations and planning.

When we look at what ISO means when talking about risk-based thinking, it's clear that although risk based isn't strictly speaking risk management, risk based thinking can be incorporated into processes by using automated risk management tools.
Definition of Risk-Based Thinking
In the 2015 version of ISO 9001, the concept of risk based thinking is used instead of what was known as preventive action with previous versions of the standard. While preventive action was a clause on its own in previous versions, risk is now incorporates throughout the standard. Risk based thinking now means that companies have to perform a risk evaluation when controls, processes and improvements are establishing in a QMS.

One important point to understand is that risk based thinking is not confined to negative outcomes. Risk based thinking should also be used by organizations to identify opportunities. These represent the positive side of risk.

In the 2015 versions of the standards, risk is mentioned in the following areas:

Context of the Organization: When the context of an organization is established, the standard requires that risks be identified that could potentially have an impact on the quality objectives. Organizations should also determine the risk of manufacturing products or delivering services that don't conform to the requirements. This will vary greatly subject to the type of service delivered, or products manufactured.

Leadership: An organization's top management must be committed to identifying and managing opportunities and risks that could affect the quality of products and services.

Planning: In the planning clause of the standard, it is specified that opportunities and risks should not only be identified, but that detailed plans need to be created to manage and exploit them.

Operations: The standard also requires that actions that were listed during the planning process should be implemented and controlled.

Performance evaluation: During this stage, the opportunities and risks identified should be tracked and analyzed.

Improvement: When any change in risk is identified, an organization must make improvements.

The new ISO standards have an upper level structure that is based on the PDCA (Plan-Do-Check-Act) cycle that should always be used to improve processes. This corresponds with risk management approaches that have been proven over time.
Comparing Risk Management to Risk-Based Thinking
As risk based thinking is very similar to risk management, wouldn't it make sense to simply call it risk management? Some deeper comparison actually reveals that risk based thinking is simply a diluted type of risk management.

Some examples of this is that ISO standards don't require any formal risk assessments, nor do they require that a Risk Register should be maintain. The ISO requirements for risk based thinking merely require that decision making should incorporate risk, and does not specify how this should be done.

One can only presume that ISO is trying to keep the standards flexible and will therefore allow organizations across different industries to satisfy the requirements by using different approaches. Some feel that it would be too big a change to make risk management a requirement for ISO certification.

Irrespective of the reasons, organizations must incorporate risk based thinking into their QMS. Fortunately, there are a number of technical tools available that will provide great help in this regard.
Technical tools that will help with Mitigating Risk
When using risk based thinking when managing your quality management processes, it is critical to make this an integral part of your processes, rather than viewing it as separate activities.

This means that the risk tools should be part of your quality management system and not be a separate solution manual processes that are time consuming and often difficult to manage. QMS Software geared to facilitate risk based thinking should include the following key capabilities:

Risk Register: Individual risk and hazard items should be recorded and monitored in a central location. Although a Risk Register is not required by the ISO standards as such, consistently using one will enable you to meet several of the requirements easily.

Risk tools: Risk assessment programs, including a decision tree or risk matrix should be available within any quality management system software. These should include audits, deviations and regulatory compliance management.

Effectiveness checks: Having a final verification step that is used for processes such as corrective actions will help satisfy improvement and performance evaluation requirements.

One very important way in which technology can be used to reduce risks is by using automation. An automated risk management process will ensure that nothing is accidentally missed or skipped, and will provide documentation that can be used to identify problems if anything goes wrong.

ISO 9001 quality management systems (QMS) are implemented using Effivity software in Karachi ( Pakistan), while ISO 14001 & OHSAS 18001 Health Safety Management Systems (HSE) are implemented with Effivity in Guangzhou ( China).

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Although risk has long been mentioned in various ISO standards, newer versions of various standards are mentioning risk much more prominently. The latest versions of the ISO 9001 and ISO 14001 standards require that organizations use risk based thinking when managing numerous processes through performance evaluation, operations and planning.

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Anyone who has visited a factory where quality is vital to business will probably have seen a poster featuring a lonely, long-distance runner over the caption: "In Quality, the Race is never Run". This must be the most demotivating slogan ever conceived - why start a race if there is no end? But when one of the pioneers of the quality movement, Joseph Moses Juran, worked well into his nineties, you get an understanding why quality people tend to think in the long term.

When studying for the Project Management Professional (PMP) ® accreditation, you may have met Juran as you came to grips with Project Quality Management. Juran is famous for his definition of quality as "fitness for use". But, like W. Edwards Deming, his chief claim to fame is his involvement with Japanese industry and its push to compete globally after the Second Word War. Back in those days, "Made in Japan" was a euphemism for cheap, shoddy products. Reinforcing the long-distance runner analogy, it took until 1975 before the Japanese matched the West in terms of quality. It made a lot of sense for the Japanese to approach Juran for help. His management techniques, developed in the famous Hawthorne Western Electric plant, were applied to process military supply orders during the war and reduced processing time from an average of 99 days to a mere 36 hours!

Probably Juran's most significant legacy is his "Quality Trilogy" where he advocates Quality Planning, Quality Improvement and Quality Control.

Under the Quality Planning heading, Project Managers are expected to identify who the customers are, determine the needs of those customers, translate those needs into terms that we understand, develop a product, service or result that can respond to those needs and optimize the deliverables the better to meet those needs. So Quality Planning revolves around the project's deliverables.

To consider the process used to realize these deliverables, Project Managers have to use Quality Improvement. This is where we develop a process to produce the deliverables and optimize this process.

Finally, Quality Control is where the Project Manager proves that the process can produce the deliverable under operating conditions with minimal inspection. Once confident that this process works, the Project Manager can transition the process to an operations function, such as manufacturing.

In many ways, this is very reminiscent of the Shewhart Cycle - Plan Do Check Act. Quality Planning maps nicely onto Plan and Do; Quality Control looks like the Check step; with Quality Improvement being the Act stage. Veterans of Lean Principles will be reminded of the "Amplify Learning" idea that uses control theory to obtain feedback from the work we have done already.

For Production Managers Quality is all about repeatability. The goal is to have identical products come off the assembly line, day in, day out. The manufacturing process is constantly observed and tweaked to reduce variability and, also, to eliminate waste, thereby reducing cost. However, for the Project Manager, tasked with developing the product in the first place, quality is about effectiveness rather than efficiency. A Project Management Professional (PMP) ® can add value to the project by insisting on the evaluation of alternative solutions, by reviewing designs carefully to remove errors before they are put into production and bringing the production people into the process as key stakeholders. Too often design engineers forget the concerns of manufacturing and produce products that are complicated and expensive to build. It is to these engineers that Juran's Quality Control is aimed.

For anyone interested in Juran's work, there is plenty of material for you to consider - he has worked for over 70 years after all! Probably his best known works are the "Quality Control Handbook", first published in 1954 and "Managerial Breakthrough", where he described his Japanese experiences, hit the book shelves in 1964. The "Quality Control Handbook" is now in its sixth edition which was published in 2010!

His other books include: "Management of Quality Control" from 1967, "Quality Planning and Analysis" from 1970, "Upper Management and Quality" from 1980 and "Juran on Planning for Quality" from 1988. In 1979, Juran set up his eponymous foundation and has published many white papers relating to his consultancy work since then. There is a lot to explore.

Velopi's project management training courses cover Project Quality Management. If this is an area of interest to you, our project management certification courses are held online in a virtual classroom. Find out more by visiting our training page or by contacting us directly.

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Project Management Quality - Joseph M. Juran

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Anyone who has visited a factory where quality is vital to business will probably have seen a poster featuring a lonely, long-distance runner over the caption: "In Quality, the Race is never Run". This must be the most demotivating slogan ever conceived - why start a race if there is no end?

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STRATEGIC THINKING & PROJECT MANAGEMENT COURSE_PPKP PPD PETALING

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STRATEGIC THINKING & PROJECT MANAGEMENT COURSE_PPKP PPD PETALING