[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"detail-sidebar-cat-1-en-105":3,"doc-seo-240312-105":53,"doc-detail-240312-en":126},{"code":4,"msg":5,"data":6},0,"success",[7,14,19,24,29,34,39,44,49],{"id":8,"doc_module":9,"doc_module_name":10,"category_name":11,"show_sort_weight":12,"slug":13},11,1,"Template","Presentations",90,"presentations",{"id":15,"doc_module":9,"doc_module_name":10,"category_name":16,"show_sort_weight":17,"slug":18},12,"Resumes",80,"resumes",{"id":20,"doc_module":9,"doc_module_name":10,"category_name":21,"show_sort_weight":22,"slug":23},14,"Invoices",70,"invoices",{"id":25,"doc_module":9,"doc_module_name":10,"category_name":26,"show_sort_weight":27,"slug":28},15,"Posters",60,"posters",{"id":30,"doc_module":9,"doc_module_name":10,"category_name":31,"show_sort_weight":32,"slug":33},16,"Social Media",50,"social-media",{"id":35,"doc_module":9,"doc_module_name":10,"category_name":36,"show_sort_weight":37,"slug":38},17,"Forms",40,"forms",{"id":40,"doc_module":9,"doc_module_name":10,"category_name":41,"show_sort_weight":42,"slug":43},18,"Letters",30,"letters",{"id":45,"doc_module":9,"doc_module_name":10,"category_name":46,"show_sort_weight":47,"slug":48},21,"Paper Templates",5,"papers-templates",{"id":50,"doc_module":9,"doc_module_name":10,"category_name":51,"show_sort_weight":4,"slug":52},158,"General","general-158",{"code":4,"msg":54,"data":55},"ok",{"site_id":56,"language":57,"slug":58,"title":59,"keywords":60,"description":61,"schema_data":62,"social_meta":119,"head_meta":121,"extra_data":123,"updated_unix":125},105,"en","relationship_qm_pm_handout","Relationship_QM_PM_Handout","","Quality management (QM) and project management (PM) are examined through an integrated perspective for project-based organizations. The paper argues that while QM developed for repetitive operations, PM functions as an ongoing, repetitive discipline within organizations where projects form the core operating structure. By aligning both domains around customer focus, teamwork, and continuous improvement, quality is treated as achievable through formal project management methodology and practical PM techniques that enhance business performance.",{"@graph":63,"@context":118},[64,80,101],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,71,74,77],{"item":68,"name":69,"@type":70,"position":9},"https://docshare.wps.com","Home","ListItem",{"item":72,"name":10,"@type":70,"position":73},"https://docshare.wps.com/template/",2,{"item":75,"name":51,"@type":70,"position":76},"https://docshare.wps.com/template/general/",3,{"item":78,"name":59,"@type":70,"position":79},"https://docshare.wps.com/template/relationship_qm_pm_handout/240312/",4,{"url":78,"name":59,"@type":81,"image":82,"author":87,"headline":59,"publisher":90,"fileFormat":93,"inLanguage":57,"description":61,"dateModified":94,"datePublished":95,"encodingFormat":93,"isAccessibleForFree":96,"interactionStatistic":97},"DigitalDocument",{"url":83,"@type":84,"width":85,"height":86},"https://docshare.wps.com/thumbnails/relationship_qm_pm_handout/240312.png","ImageObject",442,249,{"name":88,"@type":89},"Olivia Brown","Person",{"url":68,"name":91,"@type":92},"DocShare","Organization","application/pdf","2026-09-25","2026-09-11",true,{"@type":98,"interactionType":99,"userInteractionCount":79},"InteractionCounter",{"@type":100},"ViewAction",{"@type":102,"mainEntity":103},"FAQPage",[104,110,114],{"name":105,"@type":106,"acceptedAnswer":107},"How does the paper distinguish QM and PM in their typical applications?","Question",{"text":108,"@type":109},"QM is described as most effective for repetitive processes, while PM targets temporary endeavors that create unique products or services.","Answer",{"name":111,"@type":106,"acceptedAnswer":112},"What does the integrated view of QM and PM require for project-based organizations?",{"text":113,"@type":109},"It requires applying both disciplines around customer focus, teamwork, and continuous improvement, supported by a formal project management methodology and basic PM techniques.",{"name":115,"@type":106,"acceptedAnswer":116},"Why might some TQM concepts be difficult to apply directly to services?",{"text":117,"@type":109},"Wholesale use in services faced difficulties and failures, potentially because service contexts differ from the assumptions embedded in TQM concepts.","https://schema.org",{"og:url":78,"og:type":120,"og:title":59,"og:site_name":91,"og:description":61},"article",{"robots":122,"canonical":78},"index,follow",{"doc_id":124,"site_id":56},240312,1790040746,{"code":4,"msg":5,"data":127},{"doc_id":124,"user_id":128,"nickname":88,"user_avatar":129,"doc_module":9,"category_id":50,"category_name":51,"doc_title":59,"doc_description":61,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":79,"is_deleted":4,"is_public":9,"is_downloadable":9,"audit_status":9,"page_count":135,"language":136,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":61,"update_tm":140,"read_time":141},16904993612988,"https://ap-avatar.wpscdn.com/davatar_a8503ba1806abce46bf441b54a3ca4cd","| The research register for this journal is available at\u003Cbr>[http://www.mcbup.com/research_registers/quality.asp](http://www.mcbup.com/research_registers/quality.asp) | The current issue and full text archive of this journal is available at [http://www.emerald-library.com](http://www.emerald-library.com) |\n| --- | --- |\n\nAn integrated view of project and quality management for project-based organizations  \nRobert A. Orwig and Linda L. Brennan  \nMercer University, Macon, Georgia, USA  \nKeywords Quality, Project management, Integration  \nAbstract 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.  \nIntroduction  \nWinston Churchill is credited with describing the UK and America as ``two great countries divided by a common language''. Quality management (QM) and project management (PM) might be described in the same way. Each set of management practices has its own language and set of techniques that  distinctly separate the two bodies of knowledge. QM has been an area of operations management that has been most successful where repetitive processes dominate. In contrast, PM is applied to temporary endeavors to  create unique products or services (Project Management Institute, 1996). Any convergence of thought between PM and QM has been focused on using PM to  implement a total quality management culture (cf. Gupta and Graham, 1997; Milosevic and Daim, 1997; Sink, 1998), or on assuring the quality of the project outcomes and deliverables (cf. Barkley and Saylor, 1994; Ryser, 1996; Shenharet al., 1997). Academia has directed scant attention toward the effect QM might have on PM processes, i.e. how the projects are conducted. Since QM practices such as process flow analysis, statistical process control and just-in-time (JIT) management were developed for ongoing operations, they do not apply well when a project is considered as a ``one of a kind'' effort.  \nThis paper has two goals. First our research shows that quality management and project management are synonymous in project dominated service firms. Secondly, that quality management fundamentals, properly employed, can provide valuable insight to the project management firm in  \nThe authors would like to thank the students of TGM 699, Spring, 1999, who rendered much appreciated assistance in the literature review.  \nProject and quality management  \n351  \nInternational Journal of Quality & Reliability Management,  \nVol. 17 No. 4/5, 2000, pp. 351-363.  \n\\# MCB University Press, 0265-671X  \nIJQRM 17,4/5  \n352  \napplying project management processes.  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 the QM practices, properly   adjusted, should relate. Considering both disciplines in terms of the fundamental principles of customer focus, teamwork and continuous improvement, reveals that project-based organizations are fulfilling the principles of quality by instituting a formal project management methodology and basic PM techniques. This paper illustrates how an integrated view of project and quality management improve","cbCaijJcvvntDWNf","https://ap.wps.com/l/cbCaijJcvvntDWNf","pdf",912393,54,"English","# Introduction\n## Project and quality management\n## Quality's view of project management","[{\"question\":\"How does the paper distinguish QM and PM in their typical applications?\",\"answer\":\"QM is described as most effective for repetitive processes, while PM targets temporary endeavors that create unique products or services.\"},{\"question\":\"What does the integrated view of QM and PM require for project-based organizations?\",\"answer\":\"It requires applying both disciplines around customer focus, teamwork, and continuous improvement, supported by a formal project management methodology and basic PM techniques.\"},{\"question\":\"Why might some TQM concepts be difficult to apply directly to services?\",\"answer\":\"Wholesale use in services faced difficulties and failures, potentially because service contexts differ from the assumptions embedded in TQM concepts.\"}]","Relationship_QM_PM_Handout | PDF",1789159811,19]