8

th
International Quality Conference
May 23
th
2014
Center for Quality, Faculty of Engineering, University of ragu!evac
Sandra Milunovi
Koprivica
1)
Aleksandar Mari
2)
Olga Risti
1)
1) University of Kragujevac,
Faculty of Technical Sciences,
Svetog Save 65, 32000 aca!,
san"ra#$ilunovic%ftn#!g#ac#r
s
olga#ristic%ftn#!g#ac#rs
2) &igh Technical 'echanical
School of (rofessional
Stu"ies, )a"oja Krsti*a 1+,
3,2-0Trsteni!, Ser.ia
ale!$aric%g$ail#co$,
QUALI! MA"A#$M$" I" %RO&$'
ORI$"$( I"(USRIAL $"$R%RIS$S

Summary: Quality "anage"ent syste" in #ro!ect$
oriente% in%ustrial enter#rises %escri&e% in this #a#er' (ee% to
%efine #rocesses an% orientation to other #artici#ants in the
#rocess #ronounce%' )artici#ants #resente% in three roles* as
su##liers, custo"ers an% e+ecutives' ,vervie- of the
co"#any.s an% #ro!ect.s /uality syste" %ocu"entation given
in this #a#er' 0he /uality syste" of the #ro!ect #resente% -ith
/uality #lan creation as a s#ecial #rocess of the co"#any.s
/uality syste"'
Key words: /uality "anage"ent, #ro!ect, in%ustry,
#rocess a##roach, /uality #lan'
1) I"RO(U'IO"
1ccor%ing to the I2, 3000*2008
/uality is %efine% as the %egree to -hich a
set of inherent characteristics satisfies
re/uire"ents 415' Evi%ence of co""it"ent
for /uality is certification /uality
"anage"ent syste" in enter#rises'
)revious con%itions also contri&ute% to the
reliance on si"#le a##roaches to /uality
fro" control of the #ro%uct to /uality
control an% installation of internal costs of
#oor /uality in the sale #rice' 0o%ay.s ever
changing &usiness con%itions re/uire ne-
a##roaches to /uality if co"#anies -ant to
survive in a co"#etitive "ar6et' 0hese
changes are reflecte% in the highest regar%
to custo"er7users, su##liers an% the /uality
of #ro%ucts or services' 2uccessful
i"#le"entation of these changes re/uires a
co""it"ent to issues of /uality
co"#anies* the #ro%uction #rocess
a##roach, the orientation on the
&uyer7user, %evelo#ing a /uality culture,
infor"ation syste"s su##ort'
2) QUALI! A"( I"(USRIAL
%RO&$'S
In%ustrial #ro!ects "anage"ent is the
a##lication of 6no-le%ge, s6ills an%
techni/ues on #ro!ect activities to achieve
the o&!ectives of the #ro!ect 435' Inclu%es a
variety of "anage"ent syste"s inclu%ing
the /uality "anage"ent syste"'
Manage"ent an% /uality control inclu%es
esta&lishing #olicies an% /uality o&!ectives
of the #ro!ect, as -ell as the #lanning,
control, security an% /uality i"#rove"ent'
)ro!ect "anage"ent success criteria are
co"#lete on ti"e, -ithin &u%get, -ith
efficient use of allocate% resources,
accor%ing to technical con%itions for
satisfaction of the custo"er7investor'
8
th
IQC May, 23 2014 201
In the in%ustrial #ro!ect /uality
the can &e vie-e% fro" the stan%#oint of
the /uality of the #ro%uct itself -hich is
reflecte% in its functionality, cost,
aesthetics an% safety' Quality, it shoul% &e
vie-e% in relation to the #ossi&ility of
"eeting the nee%s of all #artici#ants in the
#ro!ect, as o##ose% to %efects an% %a"age'
1ll #artici#ants in the #ro!ect strive for
satisfying their nee%s, %e&t collection an%
#rovision of #rofit' 0he "ost co""on
#ro&le"s in the reali8ation of in%ustrial
#ro!ects are e+cee%ing %ea%lines, #oor
/uality of #ro%ucts an% a cost overrun' 0he
e+#erience of our in%ustry has sho-n the
lac6 of syste"atic #ro!ect "anage"ent,
an% therefore a syste"atic a##roach to
#lanning, control an% /uality assurance in
all #hases of #ro!ects' In current #ractice, it
turne% out that "ost in%ustrial co"#anies
Figure 1' 9ui%ance on the /uality
generally %oes not have organi8e%
organi8ational unit for #rovision an%
/uality control, &ut that re/uire that they
are %uring the #ro!ect inclu%ing s#eciali8e%
co"#anies an% institutions that are
e/ui##e% for /uality testing' 0he investor
usually carrie% out un%er the e+#ert
su#ervision an% care of /uality assurance
in all #hases of the #ro!ect' In recent years,
increasing efforts that each fir" "ust
invest in the achieve"ent of #rofit an%
survival in a co"#etitive "ar6et re/uires
significant changes in #ro!ect
"anage"ent' In this regar%, our country
has a%o#te% the international stan%ar% I2,
1000:*2002 Quality "anage"ent $
9ui%elines for /uality in #ro!ect
"anage"ent' Consi%ering the &rea%th an%
co"#le+ity of the /uality "anage"ent
syste", the e"#hasis in this #a#er -ill &e
on the #resentation of %ocu"entation of
the /uality syste" to reference stan%ar%s
containing re/uire"ents for the content of
these %ocu"ents'
*) I"(USRIAL $"$R%RIS$
OR#A"I+AIO"AL
SRU'UR$ A"( QUALI!
S!S$M
Meeting the re/uire"ents of stan%ar%s
relate% to the /uality syste"s
i"#le"entation re/uires #rocess a##roach
to the co"#any organi8ation' 0he #rocess
a##roach re/uires a -ell$%evelo#e%
organi8ational an% technical #re#aration' It
is necessary to %eter"ine the "ain an%
su&si%iary #rocesses, "easure results of
their i"#le"entation an% their
effectiveness' In our country the "a!ority
of in%ustrial enter#rises has a functional
organi8ational structure ;Figure 2<, in
-hich the %ivision of la&or in enter#rises,
clustering an% net-or6ing activities an%
the for"ation of organi8ational units
#erfor"ing the a##ro#riate &usiness
functions -ithin the co"#any' 0he
%ivision of la&or at the highest level -as
202 S. Milunovi-Koprivica, A. Mari, O. Risti
carrie% out &y grou#s of relate% tas6s, ie'
&y function' Feature of this organi8ational
structure is in the "i%%le "anage"ent
level in a -ay that every "anager e+#ert in
a #articular area ;a function<' =elationshi#
of su#eriors an% su&or%inates is fille% -ith
the control an% su#ervision, &ut -ithin the
%elegate% #er"issions to carry out relate%
tas6s 4>5'
Figure 2' Functional organi8ational
structure
Figure 3' )rocess organi8ational structure
,ver ti"e, certain functions or
%e#art"ents atte"#t to &uil% a
&ureaucratic &arrier &et-een yourself an%
that is the as#iration of the -hole
co"#any' 0hey &eco"e increasingly
%etache% fro" their custo"ers7users an%
are less accounta&le to their nee%s,
re/uire"ents an% e+#ectations' 0he
inaccessi&ility of organi8ational units
#revents the %evelo#"ent of #rocess
revie-, -hich is one of the "ain
con%itions for continuously i"#rove"ent'
If the %irection of change focuse% on the
%evelo#"ent an% i"#le"entation of
/uality "anage"ent syste"s in an
enter#rise to &e un%erta6en three "a!or
changes;Figure3<*
? 0he #rocess "ust &e re#lace% -ith a
function as the &asic unit of analysis,
? e"#loyees "ust change their loyalties
to %e#art"ents an% focuse% on the #rocess
grou#,
? res#onsi&ility for the nee%s of users
;internal an% e+ternal< an% for /uality "ust
&e "ore i"#ortant than accounta&ility to
%e#art"ents an% functional rules'
1s a co"#any -ith a functional
organi8ational structure consists of a
nu"&er of functions an% classes, the
co"#any &ase% on the /uality consists of
several %ifferent #rocesses' Each of these
#rocesses has its in#uts an% out#uts
;Figure 4< 4:5' =egar%less of the si8e an%
co"#le+ity, the e"#loyees in each of the
#rocess "ust &e sensitive to the /uality of
in#uts su##lie% to the" &y their su##liers
;/uality of "aterials, technology, /uantity
an% relia&ility of the infor"ation at their
%is#osal< an% the /uality of out#uts that
they co"e out to their users ;#rovi%e
%elivery -ithin the %efine% ti"e #erio%,
the certificate of co"#liance, #re#are%ness
#ro%ucts that are %elivere%, #articularly
-ith regar% to #ro!ect %ocu"ents<'
E"#loyees are res#onsi&le as in%ivi%uals
an% as "e"&ers of the grou# to i"#rove
the #rocess &ecause their efforts in fact
each unit in#uts transfor"ing into out#uts
to %rive custo"er satisfaction, e+ternal or
internal' Converting in#uts into out#uts
e"#loyees #erfor" -ell an% correctly the
first ti"e an% every ti"e' @ith this
transfor"ation of the organi8ation
e"#hasis is no longer on classes or the
s6ills an% e+#ertise' Instea%, the co"#any
-ith integrate% /uality "anage"ent
syste", the greatest -eight is given to the
#rocess of transfor"ing in#uts into
out#uts, -hose "ain characteristic is
#rovi%ing custo"er satisfaction' In
8
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IQC May, 23 2014 203
i%entifying an% %efining the #rocess -e
rely on the follo-ing #rinci#les*
? Ausiness #rocesses are %efine% in
relation to the resources ;"achines,
"aterials, #eo#le< an% are vie-e%
se#arately fro" the organi8ational sche"e,
? Ausiness #rocesses %eter"ine% &y the
flo- of &usiness infor"ation analysis,
? Ausiness #rocesses %efine% in relation
to the overall o&!ectives of the co"#any'
Ay for"ing &usiness #rocesses
an% the "atri+ of res#onsi&ilities for each
#rocess in the #ro!ect -e are creating
con%itions for further -or6 on %esigning
an% &uil%ing a /uality "anage"ent
syste"' ,ften the out#ut fro" one #rocess
re#resent %irectly in#ut into the ne+t
#rocess' In in%ustrial #ro!ects,
re/uire"ents %efining the investor$client'
In%ustrial enter#rise #rovi%es services an%
the #ro%uct itself $ a %one %eal' 0he /uality
of their services is crucial for the entire
#ro!ect, not only in ter"s of satisfying
custo"er or investors %e"an%s, &ut also
the success of the -hole #ro!ect, -hich
"eans the #ro!ect i"#le"entation -ithin
the #lanne% cost an% ti"e' Bo- -oul% an
in%ustrial enter#rise -as truly successful,
all its #arts "ust -or6 in har"ony' Each
#art of the enter#rise, every activity an%
every e"#loyee have the sa"e i"#act on
others as others run their activities' Each
#artici#ant in the #ro!ect has three roles* as
a su##lier, e+ecutor an% &eneficiary of the
#rocess' Curan 435 %escri&es it as a tri#le
role conce#t 4D5' In an in%ustrial #ro!ect of
this conce#t can &e e+#resse% as follo-s*
0he "utual %e#en%ency &et-een tas6s
;activities< of a -or6ing grou# an% the one
that follo-s ;internal users< it &eco"es
a##arent -hen all un%erstan% -ho the user
is an% -hat the a%%e% value -hich they
#rovi%e throughout the entire #rocess'
1##ro#riate "onitoring #rocess can
#rovi%e i"#ortant infor"ations for /uality
"anage"ent' Aase% on infor"ation fro"
the #rocess using statistical tools can &e
evaluate% as they are a&le to continuously
"eet the nee%s of users' Fully acce#ting
the #rinci#le of /uality re/uires changing
the enter#rise organi8ational culture -hich
is in "ost cases long$ter"' Changing
organi8ational culture is reflecting in
turning all the e"#loyees an% the /uality
of thin6ing that every e"#loyee has a
"anufacturer to a &uyer -hose nee%s "ust
&e "et' =es#onsi&ility for /uality an% its
i"#rove"ent is the res#onsi&ility of each
in%ivi%ual' In %oing so, it can &e seen the
share of o#erational an% strategic
res#onsi&ility for /uality at various levels
of organi8ational structure' 0he syste"
involves everyone, an% %e#en%s on
everyone' Each activity shoul% function
#ro#erly an% to &e %irecte% to-ar% a
co""on goal' In a%%ition to res#onsi&ility
for /uality, -hich "ust e+ist at all levels
of the co"#any, it is necessary an%
a##ro#riate authori8ation to "a6e the right
%ecisions an% initiate necessary actions'
0he con%ition for this environ"ent
achieving is the #ro#er e%ucation of each
e"#loyee -hose 6no-le%ge "ust &e
regularly rene-e% an% i"#rove% an% thus
the level of organi8ational 6no-le%ge
constantly increases'

Figure 4' )ro%uction "o%el as "o%el
in#uts$out#uts
,) I"(USRIAL $"$R%RIS$
QUALI! S!S$M
,)1 -e .ualit/ 0anage0ent s/ste0 o1
industrial enterprises
Quality "anage"ent in in%ustrial
204 S. Milunovi-Koprivica, A. Mari, O. Risti
#ro!ects re/uires the %evelo#"ent of
#roce%ures for each #ro!ect &ecause
in%ustrial #ro!ects vary consi%era&ly not
only in si8e &ut also the co"#le+ity of
o#erations in the #ro!ect an% their
relationshi#' 0herefore, the /uality syste"
of in%ustrial enter#rises contains*
? the organi8ational arrange"ents that
are a##lica&le to all activities of the
co"#any, -hich re#resenting the
co"#any.s /uality syste",
? the organi8ational #rovisions -hich
to &e a##lie% in each in%ivi%ual #ro!ect
that -ill result fro" the /uality syste" for
each #ro!ect in%ivi%ually'
0he /uality "anage"ent syste" of
in%ustrial enter#rises is given in Figure >'
0he /uality "anage"ent syste"
#rovi%es an organi8ational fra"e-or6 an%
#roce%ural %etails of the activities in the
co"#any i"#le"enting the #ro!ect'
Eocu"entation of the #ro!ect %e#en%s on
the /uality of the #ro!ect varies fro"
#ro!ect to #ro!ect, the #lan #rovi%es
a%e/uate /uality an% 7 or a##lica&le
#roce%ures an% -or6 instructions for the
co"#any in a #ro!ect 435'
0he structure of the co"#any.s /uality
syste", %etaile% #roce%ures an% -or6
instructions reflect the s#ecific co"#anies
an% #ro!ects'
Eocu"entation, -hich is an integral
#art of /uality "anage"ent co"#any,
constitute* Quality "anual of the co"#any,
the general #roce%ures of the /uality
syste", s#ecial #roce%ures of the /uality
syste", general instructions, s#ecial
instructions, for"s'
0he %ifference &et-een the #roce%ures
an% -or6 instructions is that the #roce%ure
refers to F-hatF an% the F-hoF in the
activities, -hile the o#erating instructions
relating to "ore or less %etaile% Fho-F in
the activities'
)roce%ure of the /uality syste" shoul%
&e clear an% concise %escri#tion of the
activities an% %ecisions in or%er to achieve
a given goal' 1 -ell$-ritten #roce%ure can
&e use%*
? as a "eans of achieving a co""on
un%erstan%ing of s#ecific #rocesses,
? as instructional "aterial for those
#artici#ants -ho are less connecte% -ith a
certain #rocess or you %o not 6no-
? clear infor"ation as to internal an%
e+ternal users -ith the i"#le"entation of
activities of interest an% their control'
)roce%ures can &e general or "ay &e
-ritten e+clusively for a s#ecific #ro!ect'
0hey are useful in esta&lishing critical
control activities %uring the #ro!ect' It is
i"#ortant to esta&lish a #roce%ure &y
-hich the flo- of /uality #lanning' 0he
goal is to %efine the /uality of #lanning
an% %ocu"ent the "anner in -hich it -ill
"eet the /uality re/uire"ents of a fir" or
a #ro!ect' 1##ro#riate /uality #lanning
re/uires e+#ertise in "anaging in%ustrial
#ro!ects'
,)2 Industrial pro2ect .ualit/ s/ste0
0he result of /uality #lanning in the
in%ustrial #ro!ect is a%e/uate
%ocu"entation of the #ro!ect /uality' It
inclu%es #roce%ures an% -or6 instructions
ta6en fro" the co"#any.s /uality syste"
an% %evelo#e% an% a%a#te% to s#ecific
#ro!ect ;Figure ><' Ee#en%ing on the
i"#ortance of econo"ic, technical an%
technological co"#le+ity of the #ro!ect,
%ocu"entation of the /uality syste" can
range fro" si"#le infor"al arrange"ents
to for"al /uality #lans that inclu%e
relevant, #ro!ect$s#ecific #roce%ures an%
-or6 instructions' 0he #rocess of
%ocu"enting the /uality #lans %e#en%s on
the si8e an% organi8ational structure'
Quality 2yste" )ro!ect Eocu"entation
contains*
? the /uality syste" $ s#ecial* #rocess
/uality syste" that is s#ecific for a
#articular #ro!ect,
? Instructions $ 2#ecial* a##ly one or "ore
#ro!ects, not necessarily in all, consists of
%etaile% -or6ing #a#ers,
? for"s'
8
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IQC May, 23 2014 20>

Figure >' Quality syste" structure
%o6u"entation in the in%ustrial enter#rise
2#ecial #roce%ures an% -or6
instructions re#resent the #ro!ect /uality
#lan' 1ccor%ing to I2, 3000*2008 /uality
#lan is a %ocu"ent that %eter"ines -hich
#roce%ures an% associate% resources to &e
a##lie% to a s#ecific #ro!ect, #ro%uct,
#rocess or contract, -ho shoul% i"#le"ent
the" an% -hen' Quality )lan refers to the
#arts of /uality "anualof co"#any'
Flo- chart of /uality syste" given in
Figure : an% flo- chart of /uality syste"
in in%ustrial #ro!ect in Figure D'
Figure :' Flo- chart of /uality syste" in
an in%ustrial co"#any
,)* I0ple0entation and 0onitoring o1
t-e .ualit/ s/ste0
For successful i"#le"entation of
/uality syste"s shoul% &e #rovi%e%*
? the functioning an% effectiveness /uality
syste" &y "anage"ent,
? goo% access to all e"#loyees to /uality
syste",
20: S. Milunovi-Koprivica, A. Mari, O. Risti
Figure D' Flo- chart of /uality syste" in
an in%ustrial #ro!ect
? E%ucation ;training<, to ensure a
thorough un%erstan%ing /uality syste"s,
? i"#le"entation of corrective "easures
in case of negligence an% negligent
#erfor"ance of %uties'
0he res#onsi&ility for the further
%evelo#"ent of the syste" "ust &e clearly
%efine% -ithin the enter#rise an% fully
su##orte% &y "anage"ent' Most engineers
an% technicians has s#ecific 6no-le%ge
an% e+#erience in the fiel% of /uality
ac/uire% %uring their #rofessional
e%ucation' E%ucation focuse% on #rocess
control, coo#eration -ith other %isci#lines,
#lanning an% forecasting, re#orting
%eviations an% ta6ing corrective action
shall &e re/uire% at all levels of the
co"#any that has a"&itions to "aintain
the /uality syste"'
In /uality syste" intro%ucing it is
necessary to consi%er the role of
"anage"ent re#resentative for /uality' Bis
res#onsi&ilities relating to "aintaining an%
i"#roving the /uality "anage"ent syste",
i"#le"entation of internal au%it,
#artici#ation in e+ternal chec6s,
#artici#ation in the #rocess of certification
an% recertification, an% re#orting to
govern"ent a&out functioning of /uality
syste" an% "easures u#%ates'
Much of the source ter"s an% cost
overruns in in%ustrial #ro!ects locate% in
#ro!ects, "eans that there is no clear
co""on strategy an% har"onious -or6 of
all #artici#ants in the #ro!ect to "anage
events an% actions that cause ti"e an% cost
overrun' It is often characteri8e% &y the
e+cess ris6 as a result of events that coul%
not &e affecte%, an% the conse/uences are
trying to transfer to another' 0he
intro%uction of /uality "anage"ent
syste" in co"#anies that #artici#ate in the
reali8ation of in%ustrial #ro!ects sho-s that
there is 6no-le%ge, ca#a&ilities an%
activities -hose i"#le"entation negative
effects of in%ustrial #ro!ects can &e
re%uce%'
3) 'O"'LUSIO"
Quality "anage"ent inclu%es #art of
the effort an% 6no-le%ge nee%e% for
successful i"#le"entation of in%ustrial
#ro!ects' International efforts to i%entify
6ey ele"ents of the /uality syste" resulte%
in a series of /uality stan%ar%s -hich are
acce#te% in our country' In accor%ance
-ith the re/uire"ents of I2, 3001*2008
/uality "anage"ent syste" i"#le"ente%
in an in%ustrial co"#any inclu%es*
? clearly %efining the ai"s an% o&!ectives
of the syste" -ith the esta&lish"ent of
%ocu"ente% an% recogni8e% organi8ation'
It is necessary to %eter"ine the #rocesses
that ta6e #lace -ithin the co"#any, their
relationshi#, the "etho% of "easure"ent,
8
th
IQC May, 23 2014 20D
analysis an% i"#rove"ent,
? /uality #olicy -hich guarantees the
/uality of service an% su##ort /uality
syste", "etho% of infor"ing all
e"#loyees of its #olicy, o&!ectives an%
#lan /uality, revie- of the &asic -ays of
achieving the #olicy goals an% the
fulfill"ent of /uality #lans,
? to esta&lish a /uality syste" "ost
res#onsi&le is the "anage"ent of a
co"#any, it is necessary to a##oint a
"anager of /uality syste", #re#are !o&
%escri#tions of e"#loyees an% %is#lay area
of res#onsi&ility for each e"#loyee,
? i"#le"entation of internal assess"ent to
&e alert to #otential #ro&le"s'
0he /uality syste" of in%ustrial
enter#rises, %ue to characteristics of the
in%ustry as a &usiness, co"#rising*
? the co"#any.s /uality syste" that is
#er"anent an% a##lies to all activities of
the co"#any,
? /uality syste" in each #ro!ect in -hich a
co"#any #artici#ates'
Quality syste" in the #ro!ect resulting
in creation of /uality #ro!ect
%ocu"entation $ Quality )lan' Quality #lan
shoul% #rovi%e a har"onious -or6 of the
#artici#ants in the #ro!ect, &ecause in the
in%ustrial #ro!ect each #artici#ant a##ears
in a tri#le role* as a su##lier, e+ecutor an%
user' )ro!ect Quality )lan %efines -ith the
general /uality syste" #roce%ures of
co"#anies to %eter"ine the #ur#ose,
a##lication area, the res#onsi&ility for
i"#le"entation, the #rocess of creation
an% content /uality #lan, %ocu"entation
re/uire"ents an% reference stan%ar%s'
Quality )lan %efines the res#onsi&ilities
an% activities to achieve the re/uire%
/uality of finishe% #ro%uct un%er
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#rinci#les in in%ustrial #ro!ects is
&eco"ing "ore a##arent %ue to the fact
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regulations on safety, functionality an%
%ura&ility' Further %evelo#"ent of /uality
syste" ten%s to achieving &usiness
e+cellence of the co"#any, an% constantly
a%%ing value to all #rocesses in in%ustrial
#ro!ects'
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415 Euro#ean Co""ittee for 2tan%ar%i8ation ;CE(<* B=( E( I2, 3000*2002 2iste"i
u#ravl!an!a 6valiteto" G ,snovna naHela i reHni6, Aru+elles, 2000
425 Euro#ean Co""ittee for 2tan%ar%i8ation ;CE(<* B=( E( I2, 3001*2002 2iste"i
u#ravl!an!a 6valiteto" G Iahtevi, Aru+elles, 2000
435 Aennett, J'* 0he Manage"ent of Engineering, Cohn @iley K 2ons, Inc', (e- Lor6 G
Chichester G Aris&ane G 0oronto G 2inga#ore, 133:'
445 @al6er, 1'* )ro!ect Manage"ent in Construction, 9rana%a )u&lishing, Jon%on, 1384'
4>5 Curan, C'M'M 9ryna, F'M'* )laniran!e i anali8a 6valiteta, 0reNe i8%an!e, Mate %'o'o', Iagre&,
1333'
4:5 CEA 0as6 9rou# IO71 ;Quality assurance syste"s<* Quality "anage"ent G 9ui%elines,
0ho"as 0elfor% Jt%', Jon%on, 1338'
4D5 EolaHe6, I'M Mi6uliN, E'M AogiHeviN, P'M =a%u!6oviN, M'* I"#le"enting /uality syste"s in
construction co"#anies, :
th
International Conference ,rganisation, 0echnology an%
Manage"ent in Construction, Aoo6 of 1&stracts, MoQNeniH6a Eraga, 2003'
485 Mi6uliN, E'M EolaHe6, I'M A!egoviN, E'M =a%u!6oviN, M'* Quality "anage"ent through
#rocess "anage"ent in construction #ro!ects, I1A2E Conference G =ole of 2tructural
Engineers to-ar%s =e%uction of )overty, I1A2E =e#ort, Oolu"e 83, (e- Eelhi, 200>'
208 S. Milunovi-Koprivica, A. Mari, O. Risti
1c6no-le%g"ent* =esearch #resente% in this #a#er -as su##orte% &y Ministry of 2cience an%
0echnological Eevelo#"ent of =e#u&lic of 2er&ia,9rant (o III 4:001 FCreate -ealth fro" the
-ealth of 2er&iaF'
8
th
IQC May, 23 2014 203