Abstract: More than ever before public‐ and private‐sector clients demand documented evidence of a design and construction organization's commitment to quality. At one time, acceptable evidence consisted in proposal promises, followed ...

Abstract: Within the global design and construction industry, leaders have adopted total quality management (TQM) as the strategy to move closer to consistently satisfied clients and project profits—each job, each time, without ...

Abstract: Part I of this trilogy presents evidence that we, as professional engineering managers, appear powerless to reliably deliver project outcomes that meet the expectations of clients and other major project stakeholders. ...

Abstract: To minimize conflict on a project, the manager must be a proactive information gatherer and a nonpareil communicator. The attributes of successful project managers are discussed, with attention also given to the traits of ...