For most project managers, a successful project is the ability to complete the project according to some of these scopes that have just been mentioned. Unfortunately though, there are very clear examples of instances where business projects have not been delivered according to the scopes that were set for them. The proposed project focuses on the issues of business project and quality management. Quality management would be noted to be a multi-variant term that comprises several aspects of quality of projects, including quality planning, quality control, quality assurance and quality improvement (Juran and Feo, 2010).
This means that quality management is about ensuring quality of work, right from the pre-construction phase, through to the construction phase, to the post-construction phase of a project. As a multi-variant phenomenon, it can be expected that there is no single thing to do to ensure or achieve quality management. Rather, it is important to bring together a series of principles that can help in achieving such quality management with business projects. Given the fact that quality management is expected to be present from the beginning to the end of a project, it has been linked with continuous improvement process (CPI), given the fact that CPI also comes with the same principle of ensuring that quality is not just achieved at one point in time but in a very progressive and improve manner through all phases of the project (Meredith and Shafer, 2014).
In the case of the two business projects understudy which are the Jubilee Line and Northern Line railway projects, it is hypothesised the application of quality management and CPI have been very instrumental in the way the two projects have turned out to be now.
Very clearly, there is every indication that the two projects have not been approached in exactly the same way when it comes to the application of quality management and CPI. Whereas the application of these two phenomenons has been effective in Northern Line project, not the same can be said about the Jubilee Line project. If this was not so, the Jubilee Line project, which is smaller in size would not have been delayed as much as it has currently been delayed.
From the research problem, it can be deduced that what goes into the outcome of a project in terms of quality is not just about the size of the project (Deisell, 2011). This means that smaller projects cannot be assumed to come out with much quality than bigger projects, just for the mere thinking that smaller projects are easier to handle.