Abstract:
The relationship between the TQM elements and the continuous improvement characteristic of
project management in Pakistan is explored in this research study. The main conclusion of this
study is that ‘hard’ and ‘soft’ TQM elements both have positive relationships with the CIPMP
some of the TQM elements are not significant and have less explanatory power for continuous
improvement. The study proposes that information & analysis elements are the most impact
elements towards achieving CIIPM. Investment made in information management systems and
their development can make a significant contribution to CIIPM. Leadership is the second largest
contributing element in CIPMP. Top Management leadership for quality promise to quality
through organization-wide quality culture, vision and strategy and quality performance
objectives, will help CIPMP. However, the comparison of the ‘hard’ TQM elements suggest that
‘information and analysis(IA)’ and ‘product/process management(PPM)’ are the more
contributing elements then customer/supplier relations(CSR) in Pakistan. CSR also have direct
contribution but less than the other hard TQM elements. From the ‘soft’ TQM elements
leadership and employee relations both of the elements have direct contribution towards CIPMP.
but top management leadership is contributing more than employee relations. In Pakistan
organizations are adopting project management to achieve their strategic objectives and they are
paying more attention to optimize their resource therefore they should have to adopt the total
44
quality management philosophy and not just focusing on hard TQM elements while on the other
hand soft TQM elements are also important for continuous improvements to get best
management practice.
