Project managers appear to accept the ’iron triangle’ of cost, budget and quality but in reality focus more on being on time and budget. Quality in projects is often paid mere lip service and relegated to tick-box compliance. This lack of clarity and focus on quality is often the source of project failures. Ron Basu’s Managing Quality in Projects shines the spotlight on this aspect of project management that can often be overshadowed by the pressure to deliver on time and on budget. His investigation focuses initially on defining the dimensions of quality in project management and identifying sources of measurement for project excellence. Thereafter he expands his focus to discuss which tools can be effectively used in the quest for achieving and sustaining project excellence; and which processes are important in assessing the project maturity. The text also explores how the successes of operational excellence concepts, such as supply chain management, Lean Thinking and Six Sigma may be gainfully deployed in enhancing project quality and excellence. Finally a structured implantation plan guides those directly involved in project delivery, including suppliers, in how to ’make it happen’. A shared understanding and implementation of project quality by key project stakeholders will go a long way to ensuring a stable platform for delivering successful projects with longer lasting outcomes. It is also a fundamental building block in any organization’s strategy for improving consistency and achieving sustainable performance. On that basis, Ron Basu’s book is a must-have reference and guide for all project organizations.
Table of Contents
Contents: Introduction: why managing quality is essential in project management; Fundamentals of project management; The definition and dimensions of project quality; The application of the guidelines of project quality in bodies of knowledge; Project success criteria and success factors; Project excellence and maturity models; Operational excellence concepts in major projects; How project quality and project excellence are practised: an empirical study; Heathrow Terminal 5: case study; Channel Tunnel Rail Link, High Speed 1 project (HS1): case study; Implementation: how to make project quality and project excellence happen; Appendices; Glossary; References; Index.
'When in the early 1990s I wrote my first book on project management I wanted to describe how to manage time, cost and quality (amongst other things). So I started to read what other people had written. I looked at one famous text book published by Gower. In the index "quality" had two page references. So I looked at both. Both just said that project managers need to manage time, cost and quality. Although chapters were devoted to time and cost, nothing was said about quality on projects. Although a substantial amount has been written about managing quality on projects now, including in my books such as the Gower Handbook of Project Management, there is still much less than has been written on cost and time. A comprehensive guide on how to manage quality on projects is needed, and so Ron Basu's book is very welcome.' Rodney Turner, Professor of Project Management, SKEMA Business School, France 'I have worked on four mega-projects over the last 25 years, Yanbu city building programme, the Channel Tunnel, HS1 and Crossrail. During this, Directors have invariably asked how their project compared with others. This book provides a complete analysis of project excellence and a unique means of measuring it.' Daniel Keeling, Head of Quality, Crossrail, UK If you cannot define you cannot measure and if you cannot measure you cannot control, assure or improve. By identifying and linking project quality success criteria with critical success factors Ron Basu adds substantially to the body of knowledge. He shows how to go above and beyond to achieve project excellence. An easy to apply model for self assessment to achieve project quality is also provided. This is a well researched book complete with meaningful case examples.' J Nevan Wright, Auckland University of Technology, New Zealand 'Projects play an important role in many organisations. Large projects consume great resources and costs runs into billions of pounds. Delays or poor quality frequently costs organisations