ABSTRACT
Given the high rate of ‘failed’ projects, this chapter links quality management and project success. It discusses how we define ‘quality’ in the project context, and concludes that ‘fitness for purpose’ and ‘conformance to requirements’ are two subtly different but vital definitions, both of which must be met for success. It provides some historical background to the development of quality management in manufacturing before translating that to the project context, considering how projects differ from manufacturing. It discusses the need for, and challenges to, measuring quality, because if you don’t measure, you can’t manage effectively. It concludes that the true measure of quality is the price of non-conformance – what it costs if you get it wrong – illustrating with examples.
