Quality standards or requirements related to meeting the stakeholder expectations Quality control in the Green Computing project can use many tools and techniques. Since information technology projects use testing extensively to ensure quality, following tools can be used. Cause-and-effect diagrams These diagrams help to think through causes of a problem thoroughly. Their major benefit is that they push you to consider all possible causes of the problem, rather than just the ones that are most obvious. The approach combines brainstorming with use of a type of concept map.
Cause and Effect Diagrams are also known as Fishbone Diagrams, because a completed diagram can look like the skeleton of a fish. Quality problems are typically not simple. They often involve the complex interaction of several causes. A cause-and-effect diagram will help to:
• Define and display the major causes, sub-causes and root causes that influence a process or a characteristic.
• Provide a focus for discussion and consensus.
• Visualize the possible relationships between causes, which may be creating problems or defects.
• What can do it is
• Use your diagram to develop a common understanding of the factors potentially influencing or causing a quality problem.
• Use diagram as a road map for collecting data to verify the causal relationship of various factors to the characteristic.
• Continue to annotate and modify diagram as you verify relationships and learn more.
Using a cause-and-effect diagram this way will help to see which factors in your process need to be checked modified or eliminated.

Why this Tool selected for this Project?

After reviewing various tools, the tool I believe must the perfect fit for this project is the Cause and Effect Diagram. The main reason why I picked this tool is:

First, the cause and effect diagram will help me easily identify the majority of the issue problem I am facing in this Green Computing project. For example, the communication issue I am having with the webcam. The cause en effect teaches you to write down the exact problem you face in detail. Where appropriate recognize who is involved, what the issue is, and when and where it takes place. This tool also recommends me to write the problem in a box on the left hand side of a large sheet of paper, to draw a line across the paper horizontally from the box.

Second, the cause en effect diagram applied here; work out the major factors involved.
The tool says to identify the factors that may contribute to the problem. In my case, I will see what contribute to the webcam issues. And I will draw lines off the spine for each factor, and label it; the factors here are wiki and webcam. The issue is the team project and the tools used to communicate, they do not all agree to the same tools. I will draw out as many possible factors as possible. A brainstorming may be a good time because I am trying to solve the problem as part of a group. Finally, this tool will help me identify possible causes and analyze my diagram. For each of the factors I considered in second point, brainstorm possible causes of the problem that may be related to the factor. After all I should be able to have a diagram showing all the possible causes of your problem that you can think of. Depending how the team project respond, I may involve setting up investigations, carrying out surveys, etc.

Conclusion

The major purpose of the Cause and Effect diagram is to act as a first step in problem solving by generating a comprehensive list of possible causes. It can lead to immediate identification of major causes and point to the potential remedial actions or, failing this, it may indicate the best potential areas for further exploration and analysis. At a minimum, preparing a Cause and Effect diagram will lead to greater understanding of the problem.

A good Cause and Effect diagram is one which explores all possibilities so it is likely to be large and complex-looking as twig after twig sprouts for each new related idea noted down. Be suspicious of Cause and Effect diagrams with few factors, or which are neat and well ordered. These may reflect a lack of knowledge of the situation, or show that the effort to draw the diagram was not creative and exhaustive enough.

References
Schwalbe, K. (2011). Information technology project management. (6th revised ed.) Boston: Course Technology –Cengage.

Free Management Library. All about Project Management. Retrieved March 9, 2012, from http://managementhelp.org/projectmanagement/ James P. Lewis (1999). The Project Manager's Desk Reference. (2 edition) McGraw-Hill