ABSTRACT
We all agree and accept that as an end user of a product or service we would like what we order, when we want it and on the basis of good value for money. In a competitive world of consumer choice, we also expect it to last. We understand the benefits of a market-driven economy and need for appropriate product and service quality. This is the domain of operations, services and supply chain management. And we define our expectations as ‘quality is what customer expects as a lasting experience’ (Basu, 2011a). However, in the field of project management the importance of quality is not so clear-cut. Project managers appear to accept the ‘iron triangle of cost, budget and quality’ (Atkinson, 1999) but focus more on ‘on time and budget’ delivery as the success factors. Quality in projects is often relegated to mere ‘lip service’ and to tick-box compliance.
