Essentials of Managing Quality


Book Title:    The Essentials of Managing Quality for Projects and Programmes
Author:  John Bartlett
Publisher:  Routledge
List Price:  $40.76
Format:  Softcover, 114 Pages
Publication Date:   2017    
ISBN: 978-1-13-828827-0
Reviewer: Venkata Ramana Edagottu, PMP, CSTE, ITIL
Review Date: October 2017



Quality is a perception. However, it can mean one thing to one person and something else to another. Managing Quality requires time, effort and discipline regardless of the project size. This book is enriched with scalable processes and simplified tools for immediate use in managing Quality for Projects. If you are new to managing quality or currently managing small projects and need more structure, The Essentials of Managing Quality for Projects and Programmes is for you. There are lots of easy-to-follow steps with practical application tips to facilitate learning.

The analysis and recommendations presented in this book reinforces the use of Quality Management on projects in preparation for eventually managing larger Programmes. This book demonstrates few hard and fast rules for managing quality in projects. Quality is not confined to a particular project stage. Like risk management it is all pervasive. It appears in every work package and every action.

Overview of Book’s Structure

The overall structure of The Essentials of Managing Quality for Projects and Programmes is divided into nine chapters.

Chapter 1 – Introduction
Chapter 2 – Quality Definition
Chapter 3 – Setting Expectations
Chapter 4 – Quality Roles
Chapter 5 – Planning for Quality
Chapter 6 – Controlling Quality
Chapter 7 – Quality Assurance
Chapter 8 – Testing for Quality
Chapter 9 – Quality at Implementation

All the above chapters covers majorly the risks of not having quality, justifying quality for projects and how to demonstrate the quality concepts are discussed in details in various chapters. It is important that, everyone associated with a Project or Programme has a clear view of the meaning of quality for a particular undertaking. Opportunities for tackling quality across a generic project lifespan and also provided examples of a Quality definition maps.

There is a detailed discussion on confusion over between success criteria and acceptance criteria. There is certainly a close link, and the two terms are occasionally used interchangeably. Clear examples provided around many companies and organizations have existing commitments to quality process. If quality cannot be sufficiently and clearly defined then it cannot be adequately built into components and deliverables.


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About the Reviewer

Venkata Ramana Edagottu, PMP

Manager, Hitachi Consulting Corporation
North Texas, USA


Mr. Venkat Edagottu, PMP
is a Manager and leads “Testing and Quality Assurance” Communities of Practice sub group in Cloud Services division at Hitachi Consulting Corporation. He has extensive experience in Software Testing and  Project Delivery and played various roles at Client engagements. He holds several professional certifications including Scrum Master Accredited Certification (SMAC), Certified Software Tester (CSTE), IT Infrastructure Library V3 (ITIL), Six Sigma Yellow Belt (SSYB), Perfecto Mobile Automation Specialist and Project Management Professional (PMP). Venkat is an avid blogger, passionate learner and active Toastmaster Officer. He is also member of several professional organizations including the American Society for Quality (ASQ), Project Management Institute (PMI), Association for Software Testing (AST) and Quality Assurance International (QAI). Venkat can be contacted at [email protected]


Editor’s note:  This book review was the result of a partnership between the publisher, PM World and the PMI Dallas Chapter. Authors and publishers provide the books to PM World; books are delivered to the PMI Dallas Chapter, where they are offered free to PMI members to review; book reviews are published in the PM World Journal and PM World Library.  PMI Dallas Chapter members can keep the books as well as claim PDUs for PMP recertification when their reviews are published.  Chapter members are generally mid-career professionals, the audience for most project management books. 

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