An integrated view of project and quality management for project‐based organizations

Abstract

Quality management (QM) has been the purview of operations management for repetitive processes, where project management (PM) is applied to temporary endeavors to create unique products or services. Any convergence of thought between PM and QM has been focused on using PM to implement a total quality management culture or on assuring the quality of the project outcomes and deliverables. However, for project‐based organizations, where the project is the basic form of organization for its operation, PM is of itself an ongoing, repetitive operation to which at least some of the QM practices could apply. By considering both disciplines in terms of the fundamental principles of customer focus, teamwork and continuous improvement, it can be shown that by instituting a formal project management methodology and instituting basic PM techniques, project‐based organizations are fulfilling the principles of quality.

Project Management Practices and Critical Success Factors–A Developing Country Perspective

“…Quality is considered an important outcome of a project since the performance measures of projects are usually based on time, cost and quality, also known as the iron triangle (Orwig & Brennan, 2000). Quality has different attributes -both subjective and objective -some of which are difficult or impossible to quantify.…”

A Holistic View on Learning in Project-Based Organizations

“…Projects generally follow the same life cycle, particularly within a specific application area (e.g., construction, product development, and military procurement). Hence, project management may be viewed as an operational process (Orwig & Brennan, ), for example, A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) (Project Management Institute, ) describes a typical project model with numerous processes (the Initiating, Planning, Executing, Monitoring and Controlling, and Closing Process Groups). This reasoning is also shared by Qureshi, Warraich, and Hijazi () who state that all work within projects is carried out as a set of planned and interlinked processes (cf.…”

“…Thus, project management appears to be in conflict with the principle of process management and consequently continuous improvement, because projects are temporary and their results are unique. According to Orwig and Brennan (), it is only when the management of projects is considered as an ongoing process in an organization that it becomes obvious that continuous improvement of processes is not only possible, but highly recommended.…”

Design and Application of PMO-Based Project Management Systems

“…품질관리 Chase and Stewart(1994) 중간자적 역할 Orwig and Brennan(2000) 구조적 지원과 리더쉽 Rad and Levin(2002) 증진, 축적, 실행, 훈련, 자문, 멘토, 증대 Hill(2004) 실행관리, 기반관리, 자원통합관리, 기술지원, 업무와의 연계성 PMO가 갖추어야 할 필수 기능에 대해 많은 연구 (Chase and Stewart, 1994;Dai and Wells, 2004;Hill, 2004;Orwig and Brennan, 2000;Parasuraman et al, 1991;Rad and Levin, 2002) 에서 활발한 논의가 이루어졌다. Chase and Stewart(1994) (Chase and Stewart, 1994), 프로젝트의 원활한 진행을 위한 리더쉽을 제공해야 한다 (Orwig and Brennan, 2000).…”

“…Chase and Stewart(1994) (Chase and Stewart, 1994), 프로젝트의 원활한 진행을 위한 리더쉽을 제공해야 한다 (Orwig and Brennan, 2000). 한편 Dai and Wells(2004) …”