Facilitating total quality through effective project management

Hides, Mick; Irani, Zahir; Polychronakis, I.; Sharp, John M.

doi:10.1108/02656710010298427

Cited by 20 publications

(10 citation statements)

References 29 publications

(45 reference statements)

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“…(Maylor [26]) states that it is necessary now to develop and adopt new models. Empirical studies shows that the TQM has been abundantly inaugurate in successful PM (Pelligrinelli and Bowman [32]; Hides et al [17]) this shows the mixing the PM and QM fields gives success to the outcome. With day by day introduction of TQM help us to make batter approaches to enhance the PM performance.…”

Section: Literature Reviewmentioning

confidence: 96%

Significance of project management performance assessment (PMPA) model

Qureshi

Warraich

Hijazi

2009

International Journal of Project Management

103

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Section: Literature Reviewmentioning

confidence: 96%

Significance of project management performance assessment (PMPA) model

Qureshi

Warraich

Hijazi

2009

International Journal of Project Management

103

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“…Conversely, a more recent study by Din et al (2011) indicated that ISO 9000 certification was associated with increased use of project management and financial management practices, and increased project success, in the Malaysian construction industry. Meanwhile, multiple previous studies have suggested that adoption of TQM can improve project outcomes (Hides et al , 2000; Shieh and Wu, 2002; Bryde and Robinson, 2007). Other authors have examined whether “soft” TQM practices (i.e.…”

Section: Literature Reviewmentioning

confidence: 99%

Effects of Lean Six Sigma in program management

Null

Cross

Brandon

2019

JMTM

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Purpose As program managers seek to improve the quality, speed and financial benefits of the programs they manage, many are turning to process improvement methodologies, such as Lean Six Sigma (LSS). However, although existing literature includes multiple studies that apply the methodology to non-manufacturing environments, there is no specific framework for applying LSS within program management (PM). Therefore, the purpose of this paper is to examine the relationships between LSS tools, project scope, program phase and functional area and project outputs, in PM organizations. Design/methodology/approach The study uses archival data from 511 LSS projects completed from 2006 to 2015 by a large government agency in the USA composed of 13 PM organizations. The study focuses on four types of input factors: LSS tools, project scope, program phase and functional area; and two output variables: LSS project average financial benefits and percentage of improvement. Multiple regressions are applied to determine what relationships exist between the input and output variables, as well as the nature of such relationships. Findings The results of this study show LSS is beneficial to PM and also indicate which tools and organizational contexts have positive and negative associations with project outcomes, serving as guide for future applications. In addition, this study can provide clarity and confidence to program managers who are currently skeptical of LSS, by showing that it can provide cost, schedule and performance improvements beneficial to their programs. Research limitations/implications Limitations of this research include the use of a single government agency in the USA, the non-experimental design of the study and limitations associated with the nature and data collection process of the archival data. Future studies should include additional PM organizations, input variables and research designs. Originality/value There is no specific framework formalizing the concept of LSS application within PM. The literature includes several studies that apply the methodology to non-manufacturing environments, but not to PM specifically. Furthermore, the existing literature on PM does not explicitly cite any continuous improvement methodology as a critical success factor or provide any detailed guidelines for the application of LSS in PM. This paper contributes by studying the relationships between LSS tools, project scope, program phase and functional area, and project outputs, in a PM environment.

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“…Total Quality Management (TQM) is a management approach that creates a focus on process management and a culture of continuous improvement and enables organisations to reflect on their project performance to find ways of improving their outcomes in the future (Stamatis 1994;Raine 2006). TQM has been linked to project management (Broetzmann et al 1995;Choi and Eboch 1998;Hides et al 2000;Bryde 2003), and is seen as a relevant, holistic approach to performance improvement (Sun 2000;Slack et al 2010) due to its inclusion of social and technical aspects (Bou-Llusar et al 2009).…”

Section: Improving Project Management Qualitymentioning

confidence: 99%

Project Management Performance Assessment in the Non-Profit Sector

Lannon

2019

PMRP

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As the non-profit sector becomes increasingly dependent on projects to achieve its strategic goals, the use of formal project management processes can help to demonstrate to stakeholders that an organisation is taking steps to improve its performance. However the adoption of processes drawn from the for-profit sector does not always yield the desired results. In particular existing performance management systems and quality management systems are unsuitable for the implementation, measurement, and improvement of project management practices in the sector. A new model is therefore proposed for non-profit project management performance assessment. This is based on a conceptual analysis of the European Foundation for Quality Management (EFQM) business excellence model, a project management performance assessment model used primarily in for-profit environments, and an assessment of criteria particular to non-profit organisations. The model is multi-dimensional, flexible, and accounts for multiple stakeholder views. After using it, non-profit organisations can reflect on their performance, create an improvement plan, and use the model again to test their progress.

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Facilitating total quality through effective project management

Cited by 20 publications

References 29 publications

Significance of project management performance assessment (PMPA) model

Significance of project management performance assessment (PMPA) model

Effects of Lean Six Sigma in program management

Project Management Performance Assessment in the Non-Profit Sector

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