QM to Project Learning

8/19/2019 QM to Project Learning

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Managing Delay and ProjectManaging Delay and Project

Learning to Improve ProjectLearning to Improve ProjectQualityQuality

----Critical Points for Success in Construction


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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction

Delay Issues in the International Construction IndustryDelay Issues in the International Construction Industry

great deal of information concerned !ith project delay and great deal of information concerned !ith project delay and

overruns may "e found in the literature as sho!n in #a"le $% Itoverruns may "e found in the literature as sho!n in #a"le $% Itis important to predict and identify the pro"lems in the earlyis important to predict and identify the pro"lems in the early

stages of construction and diagnose the cause to find andstages of construction and diagnose the cause to find and

implement the most appropriate and economical solutionsimplement the most appropriate and economical solutions

&"dul-'ahman ( )era!i* +,,+"%&"dul-'ahman ( )era!i* +,,+"%

Source: Abdul-Rahman (2008), Project International 2008, Kuala Lumur!


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./amples 0f Delay Issues In #he Malaysian Construction Industry


Country 'esearcher 1ear .vidence of Delays

2igeria a)Aibinu " #a$boro 2002 •%acin$ a major critici&m due to the $ro'in$ rate o%dela& in roject delier•roject& are accelerated or duration e*tended beondthe &cheduled comletion date

a)+deina " u&i% .// •&een out o% ten roject& &ureed &u%%ered dela& intheir e*ecution

a)Ajanleoo ./8 •er%ormance o% the con&truction indu&tr in term& o%time 'a& oor

Saudi ra"ia a) Al-Khalil " Al-1ha%l ./// •$oernment authoritie& %ace a &eriou& roblem o%len$th dela& in ublic roject&

b) Al-1ha%l .// •accordin$ to the contractor&, 34 o% all roject& inSaudi Arabia 'ere &ubject to dela•an aera$e time oerrun o% 3/4 o% the ori$inal roject

duration

c) A&&a% " Al-5ejji 2006 •onl 304 o% con&truction roject& 'ere comleted 'ithinthe &cheduled comletion date&•aera$e time oerrun 'a& bet'een .04 and 304

d) Al-Sultan ./8/ •&ureed time er%ormance o% di%%erent te o% ublicroject&•04 o% ublic roject& e*erienced time oerrun

e) 7ain Al-Abedien ./83 •04 o% the roject& undertaen b the ini&tr o%5ou&in$ and Public 9or& in #eddah 'ere &ubject to

dela

able . In%ormation ;oncerned 'ith Project


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able . In%ormation ;oncerned 'ith Project •onl one-ei$hth o% buildin$ contract& 'erecomleted 'ithin the &cheduled comletion date&

•aera$e time& oerrun e*ceeded >04

4hana a) ?rimon$ et al. 2003 •&tud on $round'ater roject& indicated that 33out o% a total o% > roject& comleted bet'een./0 and ./// 'ere delaed 'hile 38 roject&'ere oerrun&•4 o% the roject& e*ceeded the ori$inalroject &chedule and co&t 'herea& onl 24'ere comleted 'ithin the bud$et and on time

#hailand a) +$unlana " Promunton$ .//6 •the boom in con&truction 'a& unanticiated•man roject& e*erienced dela& and therebe*ceeded initial time and co&t e&timate&

Singapore a) ;lou$h " Sear& .//> •ariation& in dra'in$& and contract document&u&uall lead to a chan$e in contract rice orcontract &chedule•con&truction roject& ma %ace ariation& thatcould cau&e dela in the roject comletion time

continued3continued3


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able . In%ormation ;oncerned 'ith Project


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6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies

6%$ .ngineering Faculty )uilding6%$ .ngineering Faculty )uilding

>!.!. Project !.!. Project


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6%$ .ngineering Faculty )uilding6%$ .ngineering Faculty )uilding

>!.!2 Summar o% ?indin$&>!.!2 Summar o% ?indin$&

he roject comri&e& the con&truction and comletion o% a o'er and

a Laborator =loc&! he te o% contract u&ed 'a& de&i$n " build,

ne$otiated and lum &um contract! he commi&&ionin$ o% the roject

comri&ed o% t'o ha&e& the main bloc 'a& handed oer %ir&t! 9henthe con&tructed buildin$ 'a& %ull handed oer, the client ha& not $ot

the buildin$ lan aroed, let alone the certi%icate o% %itne&& due to

the contractorB& %ailure to meet the re@uirement& o% the local authorit

(Abdul-Rahman, =era'i, et al !, 2006)!


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6%+ #he La! Faculty )uilding6%+ #he La! Faculty )uilding

>!2!. Project !2!. Project


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6%+ #he La! Faculty )uilding6%+ #he La! Faculty )uilding

>!2!2>!2!2 Summar o% ?indin$&

he roblem& &tarted 'hen the end u&er be$an to chan$e the &coe o%roject t'ice durin$ con&truction o% the roject! he main contractorB&

to mana$ement did not contribute much in &ite meetin$& and 'ere

not inoled 'ith the rojectB& roblem &olin$! he architect %or the

roject 'a& o% the oinion the main cau&e %or dela 'a& due to the

main contractorB& %inancial roblem, oor mana$ement and

er%ormance, and &horta$e o% &illed 'orer&! he client later realiCedthat the contractor 'a& handlin$ more than %ie roject& at the &ame

time! Sub&e@uentl, the e*tra 'or& re@ue&ted hae a%%ected the

oerall ro$ram and &chedule robabl due to ca&h%lo' roblem&

(Abdul-Rahman, =era'i, et al !, 2006)!


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6%7 Chemistry and )iochemistry )uilding* Faculty of Science6%7 Chemistry and )iochemistry )uilding* Faculty of Science

>!3!.>!3!. Project


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6%7 Chemistry and )iochemistry )uilding* Faculty of Science6%7 Chemistry and )iochemistry )uilding* Faculty of Science

>!3!2 Summar o% ?indin$&>!3!2 Summar o% ?indin$&

he contractor encountered roblem 'ith the @ualit o% ciil and &tructural (;"S)

de&i$n! he e%%ect& o% oor @ualit de&i$n are crac& on main beam& - the

crac& on the %ir&t %loor beam& 'ere detected durin$ the comletion o% the

uer %loor& (roo% beam&, 'ater tan leel& and araet 'all&)! he cracin$

on main beam& 'a& the major roblem& the contractor dealt 'ith! =e&ide&

that, there 'a& dela due to minor roblem in the initial con&truction &ta$e

becau&e the &ulier o% micro ile& 'a& too &eci%ic! Aart %rom thi&, &erice&ba %or laborator benche& 'ere not roided in the %loor %or ea&e o%

maintenance! he head room (%loor to ceilin$ hei$ht) 'a& lo' comared to the

client&B re@uirement due to oor coordination bet'een the ;"S and "D

en$ineer&! ?urthermore, column& aear in the middle o% &ome o% the lecturer&

room&! he recti%ication 'or& increa&ed the time and co&t o% the roject b 6

month& and R3million, re&ectiel!


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./amples 0f a Successful Project "y a Malaysia Contractor

6% n ./ample of a Successful Project "y a Malaysian Contractor6% n ./ample of a Successful Project "y a Malaysian Contractor

-- Some Lessons Learned - Case Studies-- Some Lessons Learned - Case Studies

6%6 #he )ahrain International Circuit &)IC6%6 #he )ahrain International Circuit &)IC

>!>!. Project !>!. Project


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>!>!2 Summar o% ?indin$&>!>!2 Summar o% ?indin$&

8C# and its joint venture partner* Ce"arco )ahrain &Ce"arco* a local )ahrain

construction company in completed a prominent and demanding internationalproject 9 the )IC project% #o the surprise of many* the )IC project !as completed

earlier than the original re:uired completion date% #he achievement of the joint

venture contractor to complete the project on time and according to the rigid

re:uirements of the F$ organi;er has promoted the identity* image and reputation

of 8C# and Ce"arco not only in )ahrain "ut also in the surrounding region%

#hrough the joint venture company* 8C# and Ce"arco shared specific "usiness

o"jectives for the )IC project "y<

a Ma/imi;ing the effectiveness of co-operation and mutual trust=

" Developing a !in-!in culture=

c 'educing the overall project cost* reducing the project time and ensuring the

utmost :uality and safety=

d 'educing the administrative cost=

e .liminating contractual conflict through less adversarial relationships= andf 'educing errors


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>!>!3 !>!3


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>!>!> ?actor& %or Succe&&%ul ;on&truction Project Per%ormance>!>!> ?actor& %or Succe&&%ul ;on&truction Project Per%ormance

= in&tillin$ an e%%icient control mechani&m in monitorin$ the roject,

9; 'a& be able to monitor the ro$re&& o% roject accordin$ to the

redetermined lan and adat &uitabl to the &ituation! 5o'eer,interrelated %actor& need to be re&ent in order %or a roject

accomli&hment!


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>!>!> ?actor& %or Succe&&%ul ;on&truction Project Per%ormance>!>!> ?actor& %or Succe&&%ul ;on&truction Project Per%ormance

continue3continue3

?rom the &tart o% the =I; roject, the ;ontractor ha& identi%ied / %actor&

%or &ucce&&%ul con&truction er%ormance:

a) D*cellent team'or bet'een all artie&

b) D*erience o% the roject team and con&ultant&

c) 1ood %inancial conditiond) Plannin$ and control &&tem

e) Reali&tic and de%inite &et o% $oal&

%) ;ommunication throu$hout the roject

$) Su%%icient comletion time

h) ;lientB& characteri&tic

i) Project characteri&ticGnature


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>!>! ;ritical ?actor& %or the =ahrain ?. ;ircuit>!>! ;ritical ?actor& %or the =ahrain ?. ;ircuit

9hether it i& a tan$ible or intan$ible return that the coman or enture&

are looin$ %or, all %actor& are o%ten interrelated and their combination

lead& to the &ucce&& or %ailure o% a joint enture!


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Future Prospect for Mitigation of Delay

Delay prevention and delay mitigation contri"ute the similar aims inDelay prevention and delay mitigation contri"ute the similar aims inthe construction* those are to minimi;e the loss* damages andthe construction* those are to minimi;e the loss* damages and

others negative impacts cause "y delay events% #o improve theothers negative impacts cause "y delay events% #o improve the

schedule performance in the future* the construction practitionersschedule performance in the future* the construction practitioners

need to understand* adapt and evolve in the >no!ledge-economyneed to understand* adapt and evolve in the >no!ledge-economy

age% )y achieving it* a fe! aspects that need to ta>e a deepage% )y achieving it* a fe! aspects that need to ta>e a deep

consideration "y the industry* namely


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Future Directions< re 8e Measured @p #o #he 2e! ChallengesAFuture Directions< re 8e Measured @p #o #he 2e! ChallengesA

Principal Points in Developing Delay Mitigation ModelPrincipal Points in Developing Delay Mitigation Model

?i$ure . di&la& the rincial oint& o% deeloin$ dela miti$ation model!

he rincial oint& como&ed o% mana$ement a&ect&, chan$e& need&,

the oerridin$ human %actor and the Plan-


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Development of a )asic Integrated Delay Mitigation Model

I2DIBID@LI2DIBID@L

C0MPL.#I02C0MPL.#I02C02S#'@C#I02C02S#'@C#I02

S#4.S#4.

P'.C02S#'@C#I02P'.C02S#'@C#I02

S#4.S#4.S#'#S#'#

#.C2IQ@.#.C2IQ@.

F0'M ( @S.F0'M ( @S.

C0MP0SI#.C0MP0SI#.

E208L.D4.E208L.D4.

H ;han$e the culture o% late amentH Imlement or$aniCational chan$e

H ;han$e the culture o% late amentH Imlement or$aniCational chan$e

H =uild u a cro&&-di&ciline cooerationH ;ultiate no'led$e &harin$ culture o% bad and $ood ractice& at the roject leelH Dliminate them and u&B attitude

H =uild u a cro&&-di&ciline cooerationH ;ultiate no'led$e &harin$ culture o% bad and $ood ractice& at the roject leelH Dliminate them and u&B attitude

P'05.C# #.MP'05.C# #.M

H D&tabli&h a &&tematic indiidual time mana$ementH ;ommit to learn

H D&tabli&h a &&tematic indiidual time mana$ementH ;ommit to learn

Practise project management

techni:ues and tools

For example:

ASAP approach;

Critical path method;

Pareto analysis;

Work breakdown system;

Project management sotware system

Practise project management

techni:ues and tools

For example:

ASAP approach;

Critical path method;

Pareto analysis;

Work breakdown system;

Project management sotware system

Integrate learning* >no!ledge

and delay management

!mplementing the

integrated management approach thro"gho"t

the project period#

Integrate learning* >no!ledge

and delay management

!mplementing the

integrated management approach thro"gho"t

the project period#

Document filing systemDocument filing system

Disseminate to project-related partiesDisseminate to project-related parties

0'42IS#I020'42IS#I02

Filtering the lesson learned

Filtering the lesson learned

C0MM@2IC#I02C0MM@2IC#I02

C 0MM @2I C # I 02

C 0MM @2I C # I 02

“ “ Top of role played by organizations, projects and individual” Top of role played by organizations, projects and individual”

Figure + )asic Integrated Delay Mitigation Models


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#he integrated delay mitigation model sho!n in the previous#he integrated delay mitigation model sho!n in the previous

Figure &Figure + is generated "ased on the four &6 principalFigure &Figure + is generated "ased on the four &6 principal

points of developing a delay mitigation model as discussed in thepoints of developing a delay mitigation model as discussed in the

previous section%previous section%

t the "ottom of the Figure +* top of role and action to "e playedt the "ottom of the Figure +* top of role and action to "e played

"y the organi;ations* project team and individual are specified to"y the organi;ations* project team and individual are specified to

mitigate the delay events%mitigate the delay events%

In the model* the composite >no!ledge is the different "odies ofIn the model* the composite >no!ledge is the different "odies of

>no!ledge "eing com"ined to achieve the "est outcome at any>no!ledge "eing com"ined to achieve the "est outcome at anygiven time a decision or action is done% diagrammaticgiven time a decision or action is done% diagrammatic

representation of composite >no!ledge is sho!n ne/t%representation of composite >no!ledge is sho!n ne/t%


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Figure 7 Composite Eno!ledge

Etc.

Professional

ethnics

Financial

and risk

management

Time

management

techniques

Human

resource

Technical

know how

Technical

know who

Estalish

core !alues

in "ro#ects

Team

uilding and

teamwork Creati!it$

%egotiation

skills

Communica&

tion skill

'nal$tical

thinking

(ecision

making

models

Pro#ect

management

techniques

Pro#ect

management

"rinci"les

CO)POS*TE

+%O,-E(E


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Conceptual Frame!or> of the Delay Mitigation Model @sing aConceptual Frame!or> of the Delay Mitigation Model @sing aProject Learning pproachProject Learning pproach


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Phase /0

+nowledge identification

Phase 10

+nowledge e2"loitation

Phase 30

+nowledge sharing4 creation4

and integration

Phase 50

+nowledge storage

Project stages Preconstruction and construction stage Construction stage Near the project completion stage

Enablers Continuous individual commitment, continuous top

management commitment, continuous inductive

environment, continuous human network, continuous

open communication, teamwork, equity

Continuous individual

commitment, continuous top

management commitment,

continuous inductive environment,

continuous human network,

continuous open communication,

active and opportune eed!ack

Continuous individual

commitment, continuous top

management commitment,

openness

Barriers Poor commitment, adversarial relationship,

individualism, discrimination

Poor commitment, poor teamwork

and lack o o!servance

Discontinuous commitment,

conceal

"dentiy critical or high potential types o delay

or each activity

#uantiy project

activities into several

milestones

$%plore activity

knowledge

&ormal project learning

process

Documentation and

making decision

Comprehensive

consideration'

Lesson learned eed!ack

loop

"mplement action and

inormal project learning

Continue implement

action and inormal

project learning

(tore knowledge and

lesson learned

&ilter knowledge and

lesson learned

Compile knowledge and

lesson learned

"dentiy time goal or

each milestones

)es

No

*o to Phase +

)es

$nd o the

project'

No

ny potential

or delay

events')es

No

Figure 7 Delay Mitigation Model @sing Project Learning pproachFigure 7 Delay Mitigation Model @sing Project Learning pproach

Q


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Processes of Delay Mitigation ModelProcesses of Delay Mitigation Model

he roo&ed model con&i&t& o% %our (>) main ha&e&! Dach ha&e

contain& enabler& and barrier& o% roject learnin$ 'hich hae been

accumulated and $athered %rom the data collection! he %our ha&e&

are:

Phase 1: Knowledge identification

Phase : Knowledge sharing, creation and integration

Phase !: Knowledge e"ploitation

Phase #: Knowledge storage

F Q lit M t t P j t L i


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8hat 2e/tA8hat 2e/tA

1$ %odel develop&ent

.!. ;omari&on to Some D*i&tin$


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1$ %odel develop&ent

.!2 heoretical Per&ectie& o% the =

&vi&vi >no!ledge e/change protocol= and>no!ledge e/change protocol= and

&vii&vii !e"-"ased tools%!e"-"ased tools%

F Q lit M t t P j t L iF Q lit M t t P j t L i


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$ ' Proposed (ontinuous Project )earning %odel ?i$ure > rere&ent& the ei$ht (8) ha&e& o% the roo&ed continuou& roject

learnin$ model durin$ re-con&truction &ta$e!

2! Identi% learnin$

$oal&

.! Identi% a &ubject

matter

3! Identi% no'led$e

&ource

>! Kno'led$e &harin$

process

! Kno'led$e

alication

6! Kno'led$e %ilter and

&tora$e

! Kno'led$e

di&&emination, retriee

and udate

8! Le&&on learned

lina$e

Figure 6 Continuous Project Learning ModelFigure 6 Continuous Project Learning Model



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Discussion on the Proposed Project Learning Model Discussion on the Proposed Project Learning Model

Re&ult& %rom a &ure illu&trate that the roo&ed model tend& to be moreRe&ult& %rom a &ure illu&trate that the roo&ed model tend& to be more

caable to enhance learnin$, no'led$e &harin$ and indiidualcaable to enhance learnin$, no'led$e &harin$ and indiidual

no'led$e &eein$ in the con&truction indu&tr! hu&, it i& e*ected thatno'led$e &eein$ in the con&truction indu&tr! hu&, it i& e*ected that

the alication o% the roo&ed model durin$ the re-con&truction &ta$ethe alication o% the roo&ed model durin$ the re-con&truction &ta$e

i& caable to enhance the alue o% con&truction roject& in term& o% time,i& caable to enhance the alue o% con&truction roject& in term& o% time,

co&t or @ualit!co&t or @ualit!



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Discussion of the Proposed Project Learning ModelDiscussion of the Proposed Project Learning Model

he &tren$th o% the roo&ed model i& that it %ocu&e& on rojecthe &tren$th o% the roo&ed model i& that it %ocu&e& on rojectno'led$e and continuou& collectie learnin$ in 'hich both element&no'led$e and continuou& collectie learnin$ in 'hich both element&

are critical in enhancin$ the alue o% the con&truction roject&! 9hile,are critical in enhancin$ the alue o% the con&truction roject&! 9hile,

the otential &hortcomin$& o% thi& model are that it i& built on anthe otential &hortcomin$& o% thi& model are that it i& built on an

unroed remi&e, the model &eem& to be &uitable %or moderate lar$eunroed remi&e, the model &eem& to be &uitable %or moderate lar$e

and comle* con&truction roject& in enhancin$ the alue o%and comle* con&truction roject& in enhancin$ the alue o%

con&truction!con&truction!

F Q lit M t t P j t L iFrom Quality Management to Project Learning


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summary of Critical Points for Success in Construction

A%ter hain$ re&ented a ariet o% &ub-theme& in thi& lecture, let me tr to A%ter hain$ re&ented a ariet o% &ub-theme& in thi& lecture, let me tr to

&ummari&e the main theme& %or the bene%it o% %ello' audience! he main&ummari&e the main theme& %or the bene%it o% %ello' audience! he maini&&ue& that need to be addre&&ed b olic maer& and ractitioner& toi&&ue& that need to be addre&&ed b olic maer& and ractitioner& to

&ucceed in con&truction include:&ucceed in con&truction include:

$%$% #he need to re-loo> at the incapacities of e/isting :uality#he need to re-loo> at the incapacities of e/isting :uality

management approaches and pro"a"ly the need for a radicalmanagement approaches and pro"a"ly the need for a radical

change in ho! :uality is managed in its totality in construction%change in ho! :uality is managed in its totality in construction%

+%+% @nderstanding the implications of poor :uality in terms of :uality@nderstanding the implications of poor :uality in terms of :ualitycost and the need for more proactive prevention efforts%cost and the need for more proactive prevention efforts%

7%7% #he different needs in managing :uality at the different stage of#he different needs in managing :uality at the different stage of

construction* !ith a focus on the pre-design and theconstruction* !ith a focus on the pre-design and the

commissioning stages%commissioning stages%

6%6% ppreciating the impact of :uality failures on the society and theppreciating the impact of :uality failures on the society and the

construction industry%construction industry%%% @nderstanding the "enefits of and applying "asic >no!ledge@nderstanding the "enefits of and applying "asic >no!ledge

management in construction%management in construction%

G%G% ppreciating the importance of institutionalised project learning%ppreciating the importance of institutionalised project learning%

H%H% 4oing "ac> to "asics "y o"serving strictly the 4ood Project4oing "ac> to "asics "y o"serving strictly the 4ood Project

Management Practices and the need to develop high cali"reManagement Practices and the need to develop high cali"re

construction !or> force%construction !or> force%

F Q lit M t t P j t L iFrom Quality Management to Project Learning


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Conclusions

he title o% thi& lecture i& J%rom @ualit mana$ement to roject learnin$ Mhe title o% thi& lecture i& J%rom @ualit mana$ement to roject learnin$ M

critical oint& %or &ucce&& in con&truction! he %ir&t art o% the lecturecritical oint& %or &ucce&& in con&truction! he %ir&t art o% the lecture

adocate& the u&e o% @ualit mana$ement throu$hout con&truction!adocate& the u&e o% @ualit mana$ement throu$hout con&truction!

he concet o% @ualit co&t and the imortance o% tracin$ @ualit co&the concet o% @ualit co&t and the imortance o% tracin$ @ualit co&t

o% %ailure are then hi$hli$hted! Re&ult& o% &tudie& on @ualito% %ailure are then hi$hli$hted! Re&ult& o% &tudie& on @ualit

mana$ement in de&i$n and build roject& and durin$ themana$ement in de&i$n and build roject& and durin$ the

commi&&ionin$ &ta$e o% roject& re&ented &ho' the imortance o%commi&&ionin$ &ta$e o% roject& re&ented &ho' the imortance o%

@ualit mana$ement and the ne$atie imact& o% %ailure in @ualit!@ualit mana$ement and the ne$atie imact& o% %ailure in @ualit!

;a&e &tudie& that looed into the %actor& roject %ailure& and &ucce&&;a&e &tudie& that looed into the %actor& roject %ailure& and &ucce&&

'ere re&ented to roide an in&i$ht into the critical i&&ue& that need'ere re&ented to roide an in&i$ht into the critical i&&ue& that need

to be reco$niCed, learned and ut to ractice!to be reco$niCed, learned and ut to ractice!

From Quality Management to Project LearningFrom Quality Management to Project Learning


33/34


Conclusions

;ertain %uturi&tic demand& that can in%luence the &ucce&& o% con&truction;ertain %uturi&tic demand& that can in%luence the &ucce&& o% con&truction

%irm& 'ere al&o re&ented! +ne o% the mo&t imortant criteria %or%irm& 'ere al&o re&ented! +ne o% the mo&t imortant criteria %or

&ucce&& i& the abilit o% con&truction %irm& to meet &tricter re@uirement&&ucce&& i& the abilit o% con&truction %irm& to meet &tricter re@uirement&%rom the client& and end-u&er&! =e$innin$ 'ith &tudie& into ho'%rom the client& and end-u&er&! =e$innin$ 'ith &tudie& into ho'

no'led$e mana$ement can imroe roject er%ormance, the authorno'led$e mana$ement can imroe roject er%ormance, the author

eentuall recommend& the e*ten&ie u&e o% no'led$e mana$ement ineentuall recommend& the e*ten&ie u&e o% no'led$e mana$ement in

con&truction roject& throu$h a roject learnin$ model! Althou$h thecon&truction roject& throu$h a roject learnin$ model! Althou$h the

model i& more aroriate %or lar$e con&truction out%it&, &mallermodel i& more aroriate %or lar$e con&truction out%it&, &maller

comanie& can ea&il al the concet& to imroe their er%ormancecomanie& can ea&il al the concet& to imroe their er%ormancein con&truction! Project learnin$ remain& to be a mere no'led$ein con&truction! Project learnin$ remain& to be a mere no'led$e

mana$ement tool and cannot increa&e roductiit and imroe @ualitmana$ement tool and cannot increa&e roductiit and imroe @ualit

unle&& the no'led$e i& actuall ut to ractice 'ith &incerit andunle&& the no'led$e i& actuall ut to ractice 'ith &incerit and

commitment ju&t lie i% @ualit mana$ement i& to be &ucce&&%ul!commitment ju&t lie i% @ualit mana$ement i& to be &ucce&&%ul!


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QM to Project Learning