Arny Final Thesis 02.09.18 With Pic

EFFECTIVENESS OF PROJECT MANAGEMENT ON LEED
PROJECTS THROUGH APPLICATION OF ISO 9001:2015

QUALITY MANAGEMENT SYSTEM
Polytechnic University of the Philippines

Graduate School
ARNY V. LANA
Master of Science in Construction Management
2017
Philippine Copyright 2017
by Arny V. Lana
and the Graduate School
All rights reserved. Portions of this manuscript may be reproduced with proper
referencing and due acknowledgement of the author.
EFFECTIVENESS OF PROJECT MANAGEMENT ON LEED
PROJECTS THROUGH APPLICATION OF ISO 9001:2015
QUALITY MANAGEMENT SYSTEM
A Thesis
Presented to the Faculty of the Graduate School
Sta. Mesa, Manila
In Partial Fulfillment of the Requirements for the Degree

Master of Science in Construction Management
By
ARNY V. LANA
December 2017
i
CERTIFICATION
This thesis entitled EFFECTIVENESS OF PROJECT MANAGEMENT ON

LEED PROJECTS THROUGH APPLICATION OF ISO 9001:2015 (QMS)
QUALITY MANAGEMENT SYSTEM prepared and submitted by ARNY
VILLANUEVA LANA in partial fulfillment of the requirements for the degree
MASTER OF SCIENCE IN CONSTRUCTION MANAGEMENT has been
examined and recommended for Oral Examination.
Evaluation Committee
DR. MANUEL M. MUHI

Adviser
APPROVAL
Approved by the Panel on Oral Examination on November 26, 2017 with the
grade of______.
DR. GUILLERMO O. BERNABE

Chair
DR. LINCOLN A. BAUTISTA DR. REMEDIOS G. ADO

Member Member
Accepted in partial fulfillment of the requirements for the degree Master of

Science in Construction Management.
CARMENCITA L. CASTOLO, DEM ANNA RUBY P.GAPASIN, DEM

Director, Institute of Open and Distance Education Executive Director, Open University System
ii
ACKNOWLEDGMENTS
I wish to extend my sincere gratitude to Dr. Manuel M. Muhi for granting my
final thesis presentation here in the Philippines, to Dr. Joseph Mercado, Prof.
Roque Senga and the rest of all mentors of RS-PUP OU MSCM program in UAE
with their valuable guidance. Likewise, I am grateful to my panel of evaluators
namely: Dr. Guillermo O. Bernabe for his advice on how to proceed with my
thesis, to Dr. Lincoln A. Bautista together with Dr. Remedios G. Ado for sharing
their expertise that helped in the process of completing this research study.
I am also indebted to all scholars and researchers whose work are cited
herein, the UAP UAE Dubai and Abu Dhabi Chapters, OFISOA ISO Auditors UAE,
RS-PUP OU MSCM colleagues who gave their time and encouragement without
your support all of this will not happened and materialize.
Special mentioned to my wife Ma. Cecilia C. Lana my two daughter
Sergii Moiselle C. Lana and Nirvii C. Lana, for their understanding, love and
support throughout the entire preparation of my thesis. And finally to God Almighty
for giving me courage, determination, wisdom and strength on this journey;
“MARAMI PONG SALAMAT.”
iii
CERTIFICATION OF ORIGINALITY
This is to certify that the research work presented in this thesis entitled
EFFECTIVENESS OF PROJECT MANAGEMENT ON LEED PROJECTS
THROUGH APPLICATION OF ISO 9001: 2015 (QMS) QUALITY
MANAGEMENT SYSTEM for the Degree Master of Science in Construction
Management at the Polytechnic University of the Philippines embodies the result
of original and scholarly work carried out by the undersigned. This thesis does not
contain words or ideas taken from published sources or written works that have
been accepted as basis for the award of a degree from any higher education
institution, except where proper referencing and acknowledgment were made.
Arny Villanueva Lana

Researcher
16 December 2017
iv
ABSTRACT
Title : Effectiveness of Project Management on LEED Projects

Through Application of ISO 9001:2015(QMS) Quality
Management System
Researcher : Arny V. Lana
Degree : Master of Science in Construction Management
Institution : Polytechnic University of the Philippines
Year : 2017
Adviser : Dr. Manuel M. Muhi
With the difficulty of sustainable projects and the absence of specific
project management methodology applicable for LEED projects, the purpose of
this paper research was to seek project management processes system
applicable for LEED projects. This was through the application of ISO 9001:2015
(QMS) quality management system aiming to determine the level of effectiveness
through leadership, planning, support, operation, and performance evaluation.
The (QMS) PDCA cycle application to project management through process
management on different aspects for creation of project management processes
such as initiating, planning, executing, monitoring and controlling, and closing
processes for controlled activity that can change construction strategies for
successful project delivery of LEED projects. Hence it was the objective of the
ISO 9001 (QMS) quality management system to further improve the process till it
reached perfect results that leads to project success.
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The information gathered from reference books, ISO International
Standards, journals, literature, and survey research revealed that the application
of ISO 9001 (QMS) indicated as “effective” applicable to project management
processes with male respondents who had working experience between 9 to 15
years, composed of degree holders who assessed the level of effectiveness in the
aspect of leadership, planning, support, operation, and performance evaluation.
Likewise, from the literature review, the (QMS) PDCA was found to be a good
strategy through “Process Management Approach” to have effective project
management. It was justified with the survey results from the selected specialized
professionals working in different fields of construction that the ISO 9001 (QMS)
quality management principles integrated to project management processes was
“recommended” for LEED projects.
For the system process to become successful, the application of ISO 9001
(QMS) to project management on LEED projects needed more studies on the
Frameworks integration of the two systems. The researcher suggested to
continue identifying the application of ISO 9001 Quality Management System to
project Management. The Framework integration of ISO 9001:2015 (QMS) and
Project management process system shall be required for further analysis with
PDCA cycle integration to PMI’s project management “process management
approach” that can be an effective alternative method and strategy for Project
Delivery not only on LEED projects but on conventional projects as well.
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TABLE OF CONTENTS
Pa
ge
Title Page...............................................................................................................i
Certification and Approval Sheet........................................................................ii
Acknowledgements..............................................................................................iii
Certification of Originality...................................................................................iv
Abstract.................................................................................................................v
Tables of Contents..............................................................................................vii
List of Tables........................................................................................................ix
List of Figures......................................................................................................xi
1 The Problem and Its Setting
Introduction.......................................................................................................1
Theoretical Framework.....................................................................................5
Conceptual Framework...................................................................................10
Statement of the Problem...............................................................................11
Scope and Limitation of the Study..................................................................12
Significance of the Study................................................................................13
Definitions of Terms........................................................................................14
2 Review of Literature and Studies
Overview of Quality Management Standards……………………….................20

ISO 9001: 2015 (QMS) Quality Management System…………………………22
Project Management and ISO……………………………………………………23
Overview of LEED, ISO and Project Management in UAE……………………25
Synthesis……………………………………………………………………………29
3 Methodology
Method of Research.......................................................................................32
Population, Sample size and Sampling technique……………………………..32
Description of Respondents…........................................................................33
Research Instrument......................................................................................33
Data-Gathering Procedure.............................................................................34
Statistical Treatment of Data..........................................................................34
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4 Results and Discussion
Profile of respondents in terms of: Age, sex,

Length of work experience and Educational Attainment.................................37
Level of Effectiveness of Project Management on LEED projects

In the aspect of Leadership, Planning, Support, Operation, and
Performance Evaluation.................................................................................39
Effective action on Project Management for LEED projects in

The Aspects Creation of Project Management Process Group,
Planning Process Group, Executing Process Group, Monitoring
& Controlling Process Group and Closing Process Group.............................45
Comparison between the Levels of effectiveness of project

Management on LEED projects when grouped according to age..................51

Management on LEED projects when grouped according to
Length of experience......................................................................................52

Management on LEED projects when grouped according to sex..................53
5 Summary of Findings, Conclusions, and Recommendations
Summary of Findings......................................................................................54
Conclusions....................................................................................................57
Recommendations..........................................................................................58
References...........................................................................................................59
Appendices
Appendix 1 Letter to Respondents.............................................................64
Appendix 2 Survey Questionnaires............................................................65
Appendix 3 Certificate of Statistician..........................................................70
Appendix 4 Certificate of Editing................................................................71
Appendix 5 Curriculum Vitae......................................................................72
viii
LIST OF TABLES
Number Title Page
1. Frequency and Percentage Distribution of Respondents
In terms of Age…………………………………………………………………37

In terms of Sex………………………………………………………………….38

In terms of Length of Work Experience……………………………………...38

In terms of Educational Attainment…………………………………………..39
5. Level of Effectiveness of Project Management on LEED

Projects in the Aspect of Leadership.........................................................40

Projects in the Aspect of Planning.............................................................41

Projects in the Aspect of Support..............................................................42

Projects in the Aspect of Operation...........................................................43

Projects in the Aspect of Performance Evaluation.....................................44
10. Effective action on Project Management for LEED projects In

the Aspect Creation of Project Management Process Group...................45
11. Effective action on Project Management for LEED projects In

the Aspect Creation of Initiating Process Group.......................................46
12. Effective action on Project Management for LEED projects

In the Aspect Creation of Planning Process Group...................................47

In the Aspect Creation of Executing Process Group.................................48

In the Aspect Creation of Monitoring & Controlling Process Group..........49
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In the Aspect Creation of Closing Process Group....................................50
16. One way Analysis of Variance (ANOVA): Comparison between

The Level of Effectiveness of Project Management on LEED
Projects when Grouping according to Age...............................................51
17. One way Analysis of Variance (ANOVA): Comparison between

The Level of Effectiveness of Project Management on LEED
Projects when Grouping according to Length of Work Experience..........52
18. Independent Sample t-Test: Comparison between the Levels Of

Effectiveness of Project Management on LEED Projects when
Group according to Sex……....................................................................53
x
LIST OF FIGURES
Number Title Page
1. Theoretical
Framework…………………………………………………………5
2. ISO 9001: (QMS) and The PDCA Structures..............................................6
3. Schematic Representation of the Elements

Of a Single Process.....................................................................................8
4. Conceptual Framework: (IPO) Input-Process-Output...............................10
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Chapter I
THE PROBLEM AND ITS SETTING
Introduction
The emergence of United Nation’s sustainable development goal due to
global climate change is a worldwide calling to protect world resources for the
next generation to come. In Brundtland, 1987 report "Sustainable Development is
development that meets the needs of the present, without compromising the
ability of future generations to meet their own needs”, brings significant impact on
GCC countries to follow through with their own sustainable development through
LEED projects initiatives.
The rapid changing landscape of sustainable development that brings
issues considering its magnitude impact on construction industry requires more
improvement both in efficiency and effectiveness of project management
processes to sustain the criteria of LEED projects and sustainable design.
Henceforth, further assessment of project management construction
methodologies and techniques will increasingly play a very vital important role in
LEED projects and sustainable design.
The implementation of project management in LEED projects have
enormous amount of issues with tremendous challenges in respect to project
deliveries on LEED Projects. Project managers and contractors needs to change
methods and strategies on how they plan and execute activities in construction
work. Researchers Azouz & Kim, on their study, “Examining contemporary issues
for green buildings from contractor’s perspectives” (2015) highlighted as
perceived additional risk of dealing with the unknown innovations, thus raising
questions on project management effectiveness strategy and approach on LEED
projects implementation and overall project executions.
Background of the Study
The recent studies exploring the concept of efficiency and effectiveness on
project management that within the field of construction management the
concepts of efficiency and effectiveness according to (Zewdi, 2016) are commonly
used but rarely defined, some applying it when describing competencies
according to (Lampel, 2001) and one of the reason for measuring maturity as
mentioned by (Kwak, Lbbs, 2002). It is also the measurement of the quality of the
achievement meeting the organizational objectives as stated by (Brown, 2008) in
his articles. The efficiency and effectiveness of project management can be seen
only in construction at the stages on which the important part of the project
construction becomes more increasingly constrained to budget, schedule, and
quality. According to (Goff, 2013) in his Article “Efficiency and effectiveness in
Project management” it is seldom to see the proper blend of “efficiency and
effectiveness”. Both are interchangeably applied in different stages of the
construction projects. The time, cost, and quality are “performance factor
indicators only” (Efficiency), that some of the contractors have more
concentrations comparatively with the end results (Effectiveness), thus making
“efficiency factors” most commonly used on the evaluation of project processes to
which there is no reference for corrective action or further improvement if the
system does not work or if the end results does not meet its purpose and
objectives. As prescribe in PMBOK body of knowledge, projects are unique
2
endeavors where the efficiency and effectiveness should be properly defined
much more on unique projects like LEED. Adopting decentralized system of
project management in LEED projects gauging against the international standard
of ISO21500 Guidance on project management and ISO 9001 (QMS) Quality
Management System- the process is unclear and not defined. It does not show
any guarantee of performance results if area is confined to efficiency alone but not
in terms of meeting the effectiveness results that connects the final product for
customer satisfaction. During the 1980s to 90s, the Quality Movement added
more dimensions on the “effectiveness factors” which many visionaries including
Deming introduced concepts that made it clear: Success is not about the numbers
but the satisfaction of customer and stake holders (Goff, 2013). The “Deming”
PDCA Methodology and ISO 9001 (QMS) can be integrated on project
management processes because of its unique nontraditional system that will go
back to basic strategies for project delivery.
The PMBOK project management framework integrating to ISO 9001
(QMS) PDCA cycle will be the basic structure for the application of knowledge,
skills, tools and techniques to a broad range of activities in order to meet the
project objectives, and the project to become successful. In reality, there are many
methodologies and strategies available in construction industry for project
deliveries, but the guarantee that these can give a 100% solution on project
success is not sure. It always depends on how effectively the project management
teams will execute methodologies on every project that is unique in nature
requiring strategy that can effectively deliver good project performance results.
3
Architects, engineers and project managers working in the construction industry
can confirm that a successful project is a rewarding accomplishment. But when
the project expectation does not meet its own objectives, the effectiveness of the
project management team will be a big question leading to inability to perform or
worse resulting to project failures.
Highlighting these issues on the effectiveness of project management for
LEED projects should be seriously taken since it is the part of the sustainable
development construction requirements that needs effective project management
strategy to attain the ultimate goal of delivering a successful sustainable built
environment that answers the needs of the present generation without
compromising the needs of generations to come.
Theoretical Framework
The PDCA in the ISO 9001 (QMS) is one of the simplest and the easiest
management approaches for process control, system, strategies and continuous

4
improvement that can be integrated to Project Management effectiveness and
with the adoption of a Quality Management System is a strategic decision that has
a potential benefit based on International Standards. This International Standards
employs the process approach which incorporates the Plan-Do-Check-Act
(PDCA) cycle and Risk based thinking. The ISO 9001:2015 QMS has Ten (10)
Standard Clauses: Clause 1: Scope, Clause2: Normative and Reference, Clause
3: Terms and Definitions, Clause 4: Context of the Organization, Clause 5:
Leadership. Clause 6: Planning, Clause 7: Support, Clause 8: Operation, Clause
9: Performance Evaluation and Clause 10: Improvement.
Figure 1
PDCA Cycle in the ISO 9001: 2015 (QMS) Structure
5
6
Figure 2
ISO 9001: (QMS) and the PDCA Structures
The PDCA Cycle is a repetitive four-stage model for continuous
improvement in a process management known as the Deming cycle. It is a cycle
for managing quality management system that when applied to project
management the PDCA can lead to repeated improvements in the processes with
outcome of good results at the end and attaining customer satisfaction.
Plan: It establish the objectives and goals of the system and its processes
to be improved or develop with clear specifications. Set the deadlines, note all the
resources, costs, identifying risks, manpower and management support required.
According to (Hammar, 2016), Planning is part of the QMS that starts on the
context of the organization, in other words, sets the objective of the system and
processes to deliver results “What to do” and “How to do it” (Neyestani, 2016).
Do: Planning is useless unless the plan is implemented. The controls for
the Operations or services that needed to be identified and implemented what
was planned. Perform the entire task, inform the stakeholders and highlight any
significant concerns and variations.
Check: Monitor and, where applicable, measure processes and the
resulting products and services against policies, objectives, requirements, and
plan activities and report the result, to review and to make changes to address
issues, validate whether the outcome is as intended and as planned, make all the
variations, defects, best practices, challenges faced and root causes of the entire
problems encounter.
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Act: Take actions to improve performance as necessary. The actions
needed to address any issues that found addressing nonconformity for corrective
actions. Eliminate the potential causes of nonconformities in acting to improve the
system. Identify the preventive actions for all the root causes of the problem,
implement preventive actions and check whether the outcome is as expected.
Figure 3
Schematic Representation of the Elements of a Single Process
The Process Approach (PDCA Cycle)
Based on (TUV Nord Certification manual), the process approach involves
the systematic and management of processes, and interaction, so as to achieve
the intended results in accordance with the quality policy and strategic direction of
the organizations. Management of the processes and the system as a whole can
be achieved using the PDCA cycle with an overall focus on risk-based thinking
aimed at taking advantage of opportunities’ and preventing undesirable results.
8
The application of the process approach in quality management system enables
understanding and achieving consistency in meeting requirements; the
consideration of processes in terms of added value; the achievement of effective
performance; improvement of processes based on evaluation of data and
information.
The Process Approach promotes developing, implementing, and improving
the effectiveness of a quality management system, enhancing customer
satisfaction by meeting customer requirements. The Risk Based Thinking; ISO
9001 first quality principle to understand “decisions” should be made base on
evidence rather than conjecture. “Addressing risk and opportunities associated
with its context and objectives.” It means decisions should be made with
consideration to possible positive and negative consequences that the uncertain
may bring. It is strongly encouraged organizations to use risk analysis in order to
decide which challenges see in the process management (Pauwels, 2015).
The seven quality management principles that can be integrated to Project
Management considered to be the fundamental and recognized as per ISO 9001
(QMS) Standard are: Customer focus, Leadership, Engagement of people,
Process approach, Improvement, Evidence-based decision making, and
Relationship management.
The High Level Structures (HLS) as a result of the new ISO 9001:2015,
has the same unambiguous structure as standardized management systems. ISO
9001:2015 puts more on focus on input and output that emphasize assessing the
9
processes. Closely monitor information and specifications involved in the process
and must clearly check whether good comes out of the process.
Conceptual Framework: (IPO) Inputs-Process-Outputs
10
FEEDBACK
Figure 4
Conceptual Paradigm
Statement of the Problem
The primary objective of the study was to determine the Effectiveness of
Project Management on LEED projects through application of ISO 9001:2015
(QMS) Quality Management System. It sought to answer the following questions:

1. What is the profile of the respondents in terms of:
1.1 Age;
1.2 Sex;
1.3 Length of work Experience;
1.4 Educational Attainment?
2. How does the Respondents assess the Level of Effectiveness of the project
Management on LEED projects through application of ISO 9001:2015 (QMS)
Quality Management System:

2.1. Leadership;
2.2. Planning;
2.3. Support;
2.4. Operation;
2.5. Performance Evaluation?
3. What action may be proposed for Effective Project Management
implementation on LEED projects:

3.1. Creation of Project Management Process Group;
3.2. Creation of Initiating Process Group;
3.3. Creation of Planning Process group;
3.4. Creation of Executing Process Group;
3.5. Creation of Monitoring & Controlling Process group;
3.6. Creation of Closing Process Group?
4. Is there a significant difference on the level of Effectiveness of the respond
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when grouped according to profile:
4.1. Architects-Project Managers;
4.2. Engineers-Project Managers;
4.3. LEED Professionals (Certified GAs and APs)?
Scope and Limitation of the Study
This study is limited to research and focused solely on the effectiveness of
project management on LEED projects through application of ISO 9001:2015
(QMS) quality management system and the PDCA integrative approach through
process management. With reference guide study from PMBOK 5th edition, LEED
v4 User Guide, International Standard ISO 9001:2015 (E), 5 th Edition and
TuvNORD Lead Auditors manual, IRCA Germany, related literature and past
studies on LEED and project management. The respondents selected were
professionals working in different fields of specialization and project construction
management in Dubai and Abu Dhabi respectively: Architects, Engineer, project
managers and LEED Certified professional, (GAs/APs). It does not include
studies, type of LEED categories, rating system, occupancy types and
frameworks.
Significance of the Study

The significance of the study does not only consider its benefits to the
construction industry but includes individual professionals working in constructions
management, hence LEED and sustainable design is considered a unique
challenging endeavor requires effective strategies for project management that
can be reliable for project delivery leading for successful outcome results.
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This Study is significant to the following:
Architects. With the new trending building types and sustainable development,
Architects should have the knowledge of all types of project management
techniques that can be adopted in his design. Since he is the author of the
building design, he is in the best position to explain the constructability of the
structure.
Engineers. The engineer is the technical person for the execution and
implementation of the projects and should advance the knowledge in terms of
new techniques in project and construction management. He is in the best
position to understand all the process in preparing the method of statements.
Project managers and Construction managers. Acquiring new system on
project management for building construction as part of their continual learning
having solid basis for evaluation of efficiency and effectives of the projects.
Professional Organization. With the new advancement in sustainable
development and environmental design, the knowledge imparted and the
importance of Sustainable development.
Definitions of terms
Competence - The competence requirements of a job are the required employee
skills needed to adequately perform the job. The competence of the employee is
the ability of their known skills and experience to satisfy the requirements of the
job. Where the abilities, skills, experience and education of an employee do not
13
fully satisfy the needs required to perform a job, training can be applied to bridge
the gap and provide the additional required skills and knowledge.
Conformity/Nonconformity/Defect - Conformity is the ability of a process output
to satisfy the requirements it is desired to meet. The output may be a product,
service, document, record, etc. And the requirements are those that the company
has decided are required for the output article. Conformity is when the output
meets the requirements, and inversely, nonconformity is when the output fails to
meet one or more requirements. A defect is a synonym for nonconformity, but is
normally used in relation to products.
Correction - When nonconformity occurs, there are steps taken to correct the
immediate problem. If a document is incorrect, an update is done on the
document. If a drawing is wrong, the drawing is corrected. This addresses the
immediate problem so that work can continue.
Corrective Action - When nonconformity occurs that is systemic in nature, it is
important to correct not only the immediate problem, but to find what the root
cause of the problem is and correct it.
Customer Satisfaction - Customer satisfaction is how much your customer
perceives that your product or service has met their requirements. This deals
more with the way that a customer has interpreted the outcome of your product or
services.
Construction Management - Is a professional service that uses specialized,
project management techniques to oversee the planning, design, and construction
14
Of a project, from its beginning to its end.
Climate Change - A change in global or regional climate patterns, in particular
attributed largely to the increased levels of atmospheric carbon dioxide produced
by the use of fossil fuels.
Design Verification/Design Validation - Design verification is the act of taking
the design outputs (drawing, specification, plans, documents, etc.) and comparing
them to the design inputs (requirements for the design) to make sure that all
requirements are met. Design validation occurs when you actually create a
product or service and see that the actual outcome of the design meets the
requirements.
Effectiveness - This is a measure of the match between stated goals and their
achievement. It is always possible to achieve 'easy’, low-standard goals. The
extent to which objectives are met ('doing the right things')
Efficiency - Is the (often measurable) ability to avoid wasting materials, energy,
efforts, money, and time in doing something or in producing a desired result. In a
more general sense, it is the ability to do things well, successfully, and without
waste. In more mathematical or scientific terms, it is a measure of the extent to
which input is well used for an intended task or function (output).
Green Design - Green architecture, or green design, is an approach to building
that minimizes harmful effects on human health and the environment. The "green"
architect or designer attempts to safeguard air, water, and earth by choosing eco-
friendly building materials and construction practices.
15
Integrative process - Is a comprehensive approach to building systems and
equipment. Project team members look for synergies among systems and
components, the mutual advantages that can help achieve high levels of building
performance, human comfort, and environmental benefits.
ISO - The International Organization for Standardization (ISO) is an international
standard-setting body composed of representatives from various national
standards organizations.
ISO 9001:2015 (QMS) - Is the international standard that specifies requirements
for a quality management system (QMS). Organizations use the standard to
demonstrate the ability to consistently provide products and services that meet
customer and regulatory requirements.
LEED - Leadership in Energy and Environmental design is a set of rating system
for the design and construction of high performance building. Is an ecology-
oriented building certification program run under the auspices of the U.S. Green
Building Council (USGBC).
LEED GA - LEED Green Associate. GBCI has created the LEED Green
Associate credential, which denotes basic knowledge of green design,
construction, and operations.
LEED AP - LEED AP with specialty: An advanced credential for LEED experts
Management system - System to establish policy and objectives and to achieve
those objectives.
Project - Is a temporary endeavor undertaken to create a unique product or
services. Temporary means that every project has a definite end. A piece of
16
planned work or activity that is completed over the period of time intended to
achieve a particular aim.
Project Management - Is the discipline of initiating, planning, executing,
controlling, and closing the work of a team to achieve specific goals and meet
specific success criteria. The primary challenge of project management is to
achieve all of the project goals within the given constraints and the application of
knowledge, skills, tools and techniques to project activities.
Project process management - Regardless of the methodology or terminology
used, the same basic project management processes of development.
Process Management - Is the application of knowledge, skills, tools,
techniques and systems to define, visualize, measure, control, report and
improve processes with the goal to meet customer requirements profitably. A core
definition of total quality management (TQM) describes a management approach
to long–term success through customer satisfaction. In a TQM effort, all members
of an organization participate in improving processes, products, services, and the
culture in which they work.
Performance - The action or process of carrying out or accomplishing an action,
task, or function. The accomplishment of a given task measured against preset
known standards of accuracy, completeness, cost, and speed.
PDCA Methodology - (plan–do–check–act) is an iterative four-step management
method used in business for the control and continual improvement of processes
and products.
17
PMBOK - Stands for Project Management Body of Knowledge and it is the entire
collection of processes, best practices, terminologies, and guidelines that are
accepted as standards within the project management industry.
Quality - the standard of something as measured against other things of a similar
kind; the degree of excellence of something. "An improvement in product quality"
QMS - Quality Management system is a set of policies, processes and procedures
required for planning and execution (production/development/service). In the core
business area of an organization that can impact the organization's ability to meet
customer requirements. A QMS helps coordinate and direct an organization’s
activities to meet customer and regulatory requirements and improve its
effectiveness and efficiency on a continuous basis.
QMS Clause - The requirements to be applied to your quality management
system (QMS) are covered in sections 4-10. To successfully implement ISO
9001:2015 quality standard within your organization, you must satisfy the
requirements within clauses 4-10.
Risk Management - Define by PMI as an uncertain event or a condition that if it is
occurs has a positive or negative effect on projects objectives.
Risk based thinking - One of the key changes in the 2015 revision of ISO 9001
is to establish a systematic approach to risk, rather than treating it as a single
component of a quality management system and a clause on preventive action.
Scope changes - is an official decision made by the project manager and the
client to change a feature X to expand or reduce its functionality. Generally, scope
18
change involves making adjustments to the cost, budget, other features, or the
timeline.
Scope creep - in project management refers to changes, continuous or
uncontrolled growth in a project's scope, at any point after the project begins. This
can occur when the scope of a project is not properly defined, documented, or
controlled.
Sustainable Design - (also called environmentally sustainable design,
environmentally conscious design, etc.) is the philosophy of designing physical
objects, the built environment, and services to comply with the principles of social,
economic, and ecological sustainability.
System - a set of principles or procedures according to which something is done;
an organized scheme or method.
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Chapter 2
REVIEW OF LITERATURE AND STUDIES
As mentioned in the previous chapter; this study was carried out to analyze
the effectiveness of project management on LEED projects through application of
ISO 9001:2015 (QMS) Quality Management System with the objective of getting
sufficient background of information’s about the topic research study based on
related literature of foreign and local setting. From the context of the built
environment and climate change, sustainability has become the benchmark
terminology for the response required in human-influenced activities. The
sustainable development as defined by the Brundtland Commission in 1987,
which states that: Sustainable development is development that meets the needs
of the present without compromising the ability of future generations to meet their
own needs, initiatives around the world for sustainable has been taken including
the UAE who makes their own initiatives. The rapid changing of sustainable
requirements and the complexity of methodology approach required further quality
management system to ensure successful results.
Overview of Quality Management Standards
Quality management system (QMS) is defined as the managing structure,
responsibilities, procedures, processes, and management resources to implement
the principles and action lines needed to achieve the quality objectives of an
organization, Kiew et al (2016). The American response to the quality revolution in
Japan gave birth to the concept of total quality management (TQM), a method for
achieve the delivery of the product or service provided to the customers (Hammar,
ISO 9001) and seeking to meet or exceeding stakeholder needs within the limits
of scope, time cost and quality. But the present issues of Project Management
methods have focus only on the primary concern on the output delivery of the
projects rather than the outcome results neglecting the desires of effective value
achieving customer satisfaction.
Project Management and ISO
The project management approach adopted by various professionals
involved in the construction industry reveals that major differences in the
processes of the present system used resulted in major project failures. The
practice has not been standardized affecting the efficiency and effectiveness for
project delivery. Many have criticized the present project management
methodologies; Because of the absences of theory and lack of concepts often
characterized as non-rigorous traditional frameworks. As stated by Neyestani et al
(2017). ISO 9001 standard has shown its capabilities to lower cost, increase
productivity, and satisfy stakeholders or customer in the organizations where the
ultimate goal integration of project management and ISO 9001 is reassuring to
find out that both methodologies share the same objectives of addressing
customer requirements meeting them at minimum phase and rely on the
processes approach Pszenica (2001). Leading to the conclusion that process
management is the critical link in the integration of these two concepts the
effectiveness on project.
23
Based on the research study conducted by Zewdie et al concluded that if at
least 70% of processes are implemented, there will be high probability of projects
to become successful. The “Critical Elements within Construction project and
QMS”; according to Yves (2001) is simple efficient to improve project
performance; The “Process approach and PDCA methodology”; As QMS is the
part of every project management, the processes from the moment the project
initiates up to the final steps in the project closure stages. The processes and
system can further improve continuously through PDCA methodology. Several
ISO standards talks about the concept of continuous improvement in the quality
management system, explicitly naming the PDCA Cycle (Plan, Do, Check and
Act) applying in a systematic way can be a useful tool to define, implement,
control corrective actions and improvements as the methodology found to be a
effective and efficient as recognized by ISO 9001 as a unique process.
The implementation of project management with an additional focus on ISO
9001 and the use of process management further reinforce the methodology. The
most immediate effect of ISO in project management is an emergence of global
standards in the market due to an international agreement on project
management principles and guidelines; in other words, organizations and
professionals that manage and run projects are now able to use the same
concepts and structures in their contractual and working relationships with clients,
partners, suppliers and other stakeholders.
24
Overview of LEED, ISO and Project Management in UAE
On 24 October 2007 in Dubai UAE, His Highness Sheikh Mohammed bin
Rashid Al Maktoum, Vice President and Ruler of Dubai, stated: All owners of
residential and commercial buildings and properties in the Emirate of Dubai must
comply with the internationally recognized environmental-friendly specifications to
turn Dubai into a healthy city that meets the demands of best practice and the
benchmarks of a pollution-free sustainable development. This statement set
Dubai on a “greener” and more sustainable development path taken a bold step
forward with these new building regulations which address the Emirate’s most
urgent sustainability issues. Dubai has chosen a Regulatory Framework, reviewed
the common principles of Sustainability which are often referred to as the “Triple
Bottom Line”. A concept that began development in 1994 as a way of going
beyond just the economic aspects of any product, project or programmed. The
Leadership in Energy and Environmental Design (LEED) code has been adopted
by numerous projects in Dubai, and over 500 projects in the UAE have applied for
a LEED rating.
In Abu Dhabi - The Pearl Rating System for Estidama (which means
sustainability in Arabic) was introduced as a mandatory requirement for all
buildings in Abu Dhabi as of September 2010, which is linked to the Abu Dhabi
Municipality (ADM) building permitting process. LEED is voluntary and market
driven although some master developers in the UAE have mandated minimum
levels of LEED rating on their projects; The Urban Planning Council Abu Dhabi
(UPC) have mandated that all new projects in Abu Dhabi must achieve a minimum
25
1 Pearl and all government funded projects must achieve a 2 Pearl rating. In brief,
while the principles and practices of sustainability are similar to LEED, the Pearl
Rating System has been regionalized to emphasize the particular concerns of Abu
Dhabi and the UAE. These areas of concentration can begin to be seen in a side
by side comparison of the point distribution system: According to Salama, Al
Saber (2013) The Dubai construction sector is still in the infant stage with regard
to green building practices. Some have gained experiences from working in LEED
and ISTEDAMA (Arabic term for sustainability). There is lack of awareness
among stakeholders about the green building practice. Experts believe that there
is urgent need for learning and developing skills in order to progress that will take
time to adopt best practices.
The main barriers construction faced while complying with the mandatory
sustainable construction practices according to (Maquina, 2011) includes the
following: no clarity was provided on the scope of the policy. Increased cost for
sustainable construction, the enforcement remains weak, tolerated designs based
on several international building codes, unfamiliar with the requirements the
USGBC mandates, designers hesitated specifying new technologies or
construction processes, and a well-developed framework that defines the
responsibilities of the application of sustainable practices in the construction.
Akadiri, et al (2012) found there is a need for a framework that needs
considerable potential to accelerate the understanding and implementation of
sustainability in building construction that provides overview of sustainability
principles, strategies and methods, emphasizing the needs for integrated and
26
holistic approach for implementing sustainability in building projects. It requires
the whole project team to think of the entire building and all of its systems
together, emphasizing connections and improving communication among
professionals and stakeholders. Ofori et al (2012) Found that an integrated
process needs for the design and operations of sustainable built environments
which traditional management systems sometimes struggle to meet the
unique demands of LEED projects. And as stated by Hussain et al (2013)
traditional practices of construction process and management are found unable to
control unprecedented challenges. As Doloi et al (2011) suggested; a systematic
analysis and developing a clear understanding are highly crucial.
According to Pzenica (2001) the issue of quality in project management,
recognized as one of the PMBOK® Guide nine areas of knowledge; most of what
has been published on the subject refers to the application in a project context of
quality concepts. Project management has evolved vast array of best practice
frameworks and methodologies. The PMI who is the leading organization behind
over the period of time established in setting standards identified the areas of
processes given emphasis on the application of knowledge skill, tools, and
techniques to project activities meeting its project objectives. In Hyvari (2006)
research; Project management effectiveness is a measure of the quality of
attainment in meeting objectives, the degree to which a system can be expected
to achieve a set of specific requirements. It is the application of knowledge and
techniques to project activities in order to meet or exceed stakeholder needs and
expectations from the project.
27
The article discussed at PM World Journal by Ozguler (2015) titled: “The
way of establishment of the organization process” from the PMI’s point of view;
project management is the application of knowledge, skills and techniques, and
ISO 21500, defines as “the application of methods, tools, techniques and
competencies to a project”: The process of controlling the achievement of project
objectives where the project management processes are ensuring the effective
flow of the project throughout its life cycle. The paper presented at Project
Management Institute Annual Seminars & Symposium, by Yves (2001), Titled;
“Project Management and ISO 9001 an integrative approach through process
management’. The issue of quality in project management, recognized as
the PMBOK® Guide of which is described in terms of processes organized into
nine areas of knowledge are: integration management, scope management, time
management, cost management, quality management, human resource
management, communications management, risk management, and procurement
management.
It is now recognized by ISO 9001 as a “unique process, consisting of a set
of coordinated and controlled activities with start and finish dates conforming to
specific requirements. The commentary given by Goff (2013) titled;” Efficiency
and effectiveness” in Project Management discussed that time, cost and quality
are efficiency factors that both are essential in the Application of Quality
Management Systems (QMS) in Construction Industry, which according to
Alwerfalli (2016) the objective of any project is always to achieve minimum
operating cost (within budget), and Zero Risk.
28
Synthesis
Effectiveness of Project Management on LEED Projects through

ISO9001:2015 Quality Management System
The growing concern over climate change and sustainable design; LEED is
part of sustainable construction addressing economic and ecological issues. This
is within the context of environmental impact throughout the life cycle of LEED
projects from initiation to demolition. It requires further assessment of
methodologies that play important role for effective project delivery. The rapid
changing landscape of sustainable development, its magnitude impact on
construction industry requires more improvement in the effectiveness of the
project management processes to sustain projects like LEED.
The enormous amount of issues on construction projects which have
tremendous challenges in respect to project management like LEED, Azouz and
Kim, 2015 stated as perceived additional risk of dealing with the unknown
innovations. Thus raises question on the efficiency and effectiveness of project
management undertakings and approach. There is no reference for corrective
action or further improvement if the systems failed. It should be properly defined
because of the special requirements of LEED projects and issues that needs to
be address like; integrative inputs from the design and construction team that is
time consuming, The framework processes of project management intended for
LEED projects, the integration of expert who understand the complexity of project
delivery, the challenges in construction such; higher cost, approval processes,
unknown technology and difficulty of construction. Project management is no
longer confines in efficiency in terms of project scope, time, cost rather it is the
29
effectiveness that connects the final product to the customer’s satisfaction. Due to
this many challenges in the implementation of LEED projects; The Impact of ISO
9001 Quality Management System on project management processes is
the emergence of global standards acceptable international benchmark. The
systematic approach and auditing becomes part of project management
processes that can further improve the effectiveness and efficiency through
continual improvement. It provides strong strategic advantage on the core of
project management processes through the application of PDCA methodology
and validates project performance, and outcome results for client satisfaction.
The application of ISO9001 Quality Management System to process
management on LEED projects mitigating the possibility of project failures
highlights to resolve challenges in the implementation of project management on
LEED projects, where the PDCA application can be used as tools and techniques
identifying major issues that causes project management failures subject for
corrective action or further improvement. The Quality Management System is a
strategic process that has a potential benefits based on International Standards. It
employs the process approach incorporates the PDCA cycle and Risk based
thinking which enables an organization to plan its processes and their interaction.
The PDCA cycle enables an organization to ensure that its processes are
adequately resourced, manage and those opportunities for improvement are
recorded and acted upon. The PDCA cycle is a repetitive four-stage model for
continuous improvement, a process known as the Deming cycle for managing
quality management system that when it applies to project management it can
lead to repeated improvements and in the process the purpose of a constant
30
improvement is to achieve excellence results. Summarizing this for sustainable
development goal, the significant impact of sustainable construction in GCC
countries like UAE who took their own LEED initiatives with the rapid changing
landscape of construction needs an effective project management processes on
project delivery. This can be achieve through application of ISO9001 Quality
Management System. The PDCA methodology that can play a very important part
in achieving this objectives within the integration on project management
processes that will increase successful outcome results and customer
satisfaction.
The literature review reveals the implementation of Quality Management
System on project management can be an effective technique achieving project
objectives successfully, thus making the effectiveness of project management can
be measure base on the outcomes results on the process approach and efficient
application of PDCA methodology. This results on the customer satisfaction which
is the significant elements of the ISO9001 as recognized one of the PMBOK®
areas of knowledge.
The PMBOK®, Project management being recognized by ISO through
management processes conforming to specific requirements, the implementation
of ISO 9001 Quality Management System and PDCA methodology can improve
LEED project performance with the ultimate goal of integration of these processes
having effective project management that have the same goal addressing
customer satisfaction as the final results.
31
Chapter 3
METHODOLOGY
This chapter contains the discussion of the method of research. It explains
how the study has been conducted, what parameters were set in order to get data
in reference to population, sample size, description of the respondents, research
instrument, data gathering procedures and finally, the statistical treatment of data.
Method of Research
Descriptive research method was used to evaluate effectiveness of Project
management processes on LEED projects through the application ISO 9001;
2015 QMS. And the researcher wanted to find out the level of effectiveness of
project management based on the respondent profiling, work experience and
educational attainment through survey questionnaires.
Population, Sample Size and Sampling Technique
With consideration to scope and limitation of the study, the respondents
were mainly located in UAE, Dubai and Abu Dhabi where this study was
conducted with the sample size of 96 was determine from selected population of
Architects, engineers and project managers with 68 retrieval respondents.
Planning value: σ = 0.6 (Standard deviation)

Desired margin of error: = 0.1
Confidence level: =0.95
Where: n= Z² (σ) ²/ (e) ² (Sample size formula)
n= (1.96)² (0.6)² / (0.1) ²
n= 96
Description of Respondents
Respondents were selected Professionals working on different field of
specialization in construction industry who were Architects, Project managers,
Engineers, and LEED Certified professionals (GAs/APs).
Research Instruments
Several research instruments were used in order to acquire data and
information. The primary source is through survey questionnaires, literature
review of past studies, journals, articles, and publications. Secondary source of
information came from reference books such as International Standard ISO
9001:2015, TuvNORD, PMBOK Guide, 5th Edition and LEED v4 user guide.
Validation of the Questionnaires highlighted the following: Profile of the
respondents, Level of effectiveness of the project management on LEED projects
through ISO 9001 (QMS); Significant difference on the level of effectiveness of the
respondents when grouped according to profile. Actions that may be proposed for
effective project management on LEED projects. General questions were mostly
based on the ISO 9001:2015 (QMS) and PMBOK Guidelines that includes’ sub-
question in order to arrive a definite response. A clear feedback if the application
of ISO (QMS) to project management for LEED projects that can be integrated.
Expert advice and pilot survey questionnaire was done in order to test the
credibility of the questionnaire. The type of survey questioning was corrected by
Engr. Ryan Ben Sabilala, LEED AP (BD+C) and Engr.Kitz Idoz, PM, PEM where
both are experts in LEED projects and project management respectively.
Data- Gathering Procedure
33
The data sources were categorized as to prime sources and secondary
sources where the first one provided original data for this research. Researcher
provided survey questionnaires for the selected respondents randomly sending it
to individual personal email address. It was likewise posted on the FB account of
UAP Dubai Chapter-organization of Architects for the members to easily access
the survey questionnaires and for the quick response. The secondary sources
were from journals, books, and articles to identify data for the research topic in
connection to the prepared four (4) survey questionnaires that were sent to
respondents with the retrieval of 68 who were experts in their field of
specialization such as design, project management, construction, and LEED
projects.
Statistical Treatment of Data

The survey was conducted from September to October 2017, with the
results collected in October 2017. To have an accurate measurement of the data
the researcher used frequency distribution, Slovin’s formula, weighted mean,
independent sample t -Test and One-way Analysis of variance (ANOVA) used as
tools for statistical analysis.

Frequency Distribution. Orderly arrangement of data classified according
to the magnitude of the observations. This will allow figuring out easily the
respondent response and identifying how many times the response in from each
category.
Weighted Mean. Average computed by giving different weights
to the some of the individual’s value.

Mean Formula:
34
Median = equal to the number or item in the middle of the distribution list
Based on the respondent answer of tallying.
Mode = equal to the number or item which appear more frequent
Independent sample t-Test. Compares two mean. It assumes a model
where the variables in the analysis are split and independent variable.
One-way analysis of variance (ANOVA). Is used to determine whether
there are any statistically significant differences between the means of three or
more independent groups.
35
Chapter 4
RESULTS AND DISCUSSION
In this chapter the results of the data are presented, analyzed and
interpreted. Presentation and analysis were accomplished through tables and
narratives. Data were interpreted in light of information gathered during the review
of relevant literature and studies and the collected response was used in this
thesis. Two fundamental goals drove from the collection of data and the
subsequent data analysis. Those goals were the effectiveness of project
management on LEED projects through ISO 9001:2015 (QMS) Quality
Management System and the proposed action for LEED project implementation
through the Creation of Group Processes for Effective Project Management.
Objectives of the study were: [1] Application of ISO 9001:2015 QMS to
project management through process management on LEED project mitigating
the possibility of project failures; [2] Highlighting to resolve challenges on the
implementation of project management on LEED projects; [3] Application of the
PDCA methodology of ISO 9001:2015 (QMS); [4] Identifying major issues that
caused project management failures subject for corrective action; [5] Alternative
system processes for project management approach in terms of project delivery
and to attain customer satisfaction.
The findings presented in this chapter demonstrated the potential for
merging the ISO 9001QMS concept integrating on project management on LEED
projects to become more effective for project delivery.

The respondent established the Level of Effectiveness of project
management on LEED projects through ISO900:2015 QMS according to age, sex,
length of work experience and Educational Attainment. The findings of this study
were based on answers of 68 respondents or 56.7% returns.
1. Profile of the Respondents
1.1. According to Age
Table 1
Frequency and Percentage Distribution of
Respondents in terms of Age
Age Frequency Percentage (%)

51-60 years old 3 4.41
41-50 years old 22 32.35
31-40 years old 28 41.18
25-30 years old 14 20.59
20-25 years old 1 1.47
Total 68 100.00
Table 1 presents the frequency and percentage distribution of respondents’
profile classified according to age. Out of 68 respondents, 28 or 41.18% belonged
to 31-40 years old, followed by 22 or 32.35% who were 41-50 years old, then 14
or 20.59% were 25-30 years old. The last 3 or 4.41% belonged to 51-60 years old.
From 31 to 50 years of age this gives an indication that majority on this bracket
age understood the ISO 9001 application to project management for LEED
projects.
37
1.2. According to Sex
Table 2
Frequency and Percentage Distribution of Respondents
In terms of Sex
Sex Frequency Percentage (%)

Male 47 69.12
Female 21 30.88
Total 68 100.00
Table 2 presents the frequency and percentage distribution of the
respondents according to sex: 69.12 % or 47 respondents were male and 30.88%
or 21 respondents were female. The result indicated that majority were male.
1.3. According to Length of working experience
Table 3
Frequency and Percentage Distribution of Respondents
in terms of Length of Working Experience
Length of
Experience Frequency Percentage (%)
15 years above 14 20.59
12-15 years 31 45.59
9-11 years 20 29.41
6-8 years 2 2.94
3-5 years 1 1.47
Total 68 100.00
Table 3 presents the frequency and percentage distribution of the
respondents according to Length of working experience to determine value
acceptance effectiveness of ISO 9001QMS to project management process. The
breakdown of years of work experience showed 45.59% or 31 respondents had
between 12 to 15 years experience, 29.41% or 20 respondents between 9 to 11
years experience, 20.59% or 14 respondents of 15 years experience, 2.94% or 2
38
respondents between 6 to 8 years experience and 1.47% or 1 respondent
between 3 to 5 years of experience.
1.4. According to Educational Attainment
Table 4
Frequency and Percentage Distribution of
Respondents In terms of Educational Attainment.
Education Attainment Frequency Percentage (%)
Undergraduate Degree 64 94.12
Master 4 5.88
Total 68 100.00
Table 4 reveals the frequency and percentage distribution of respondent’s
Educational Attainment namely: Certificate, Diploma, Degree, Master’s and
Doctorate degrees. The responses showed 94.12% or 64 respondents were
Degree holders and 5.88% or 4 respondents were Master degree holders. This
means that of the 94% or 64 respondents, majority belonged to these categories
who were working on construction and project management.
2. Level of Effectiveness of Project Management on LEED Projects through

ISO 9001:2015 (QMS) Quality Management System in the Aspects of
Leadership, Planning, Support, Operation, and Performance Evaluation.
In order to determine the Effectiveness Level of project management on
LEED projects through ISO 9001 QMS, survey questioned was formulated in the
form of “Likert Scale”: [5] Very Effective, [4] Effective, [3] Somewhat Effective, [2]
Less Effective, [1] Not Effective.
39
2.1. Level of Effectiveness of Project Management on LEED
Projects In the Aspect of “Leadership”
Table 5
In the Aspect of ISO 9001:2015 (QMS); “LEADERSHIP”
LEADERSHI Weighted Verbal

P Mean Interpretation
Taking accountability for the Effectiveness of
the quality management system into the 4.18 Effective
project.
Engaging, directing and supporting persons to
contribute to the Effectiveness of the project 4.22 Effective
management system.
Supporting other relevant management roles to
demonstrate leadership as it applies to areas of 4.13 Effective
responsibility.
Promoting improvement 4.16 Effective
Overall Weighted Mean 4.17 Effective
Table 5 depicts weighted mean and verbal interpretation of the aspect of
Leadership. The frequency of [4] E-Effective indicated 4.22% or 37 respondents,
4.18% or 33 respondents, 4.16% or 37 respondents, 4.13% or 33 respondents
respectively. And with the overall weighted mean of 4.17% result indicated that the
responses on the four subsections under Leadership was “Effective”.
40
2.2. Level of Effectiveness of Project Management on LEED
In the Aspect of “Planning”
Table 6
In the Aspect of ISO 9001:2015 (QMS); “PLANNING”
Verbal
Weighte
PLANNING Interpretatio
d Mean
n
Actions to address risk and opportunities: The
project team shall plan how to integrate risk
4.32 Effective
management and implement the plan of actions
into project.
The project team shall consider the purpose of
project changes and their potential consequences;
the integrity of the quality management system; the
4.22 Effective
availability of resources; the allocation or
reallocation of responsibilities and approval of
authorities.
The top management organization shall plan; to
address risks. Avoiding risk, taking risk in order to
pursue an opportunity, eliminating the risk source, 4.04 Effective
changing the likelihood or consequences, sharing
the risk, or retaining risk by informed decision.
When planning how to achieve its quality
objectives: the organization shall determine how 4.25 Effective
the result will be evaluated. (Lesson learned)
Planning. The frequency of [4] E-Effective indicated 4.32% or 32 respondents,
respectively. And with the overall weight mean of 4.21% results indicated that the
response conclusion on the four subsections under planning was “Effective”.
41
2.3. Level of Effectiveness of Project Management on LEED In the
Aspect of “Support”
Table 7
In the Aspect of ISO 9001:2015 (QMS); “SUPPORT”
Weighted Verbal
SUPPORT Mean Interpretation
The top management organization shall
consider; the capabilities of, and constrains
4.24 Effective
on, existing internal resources; what needs to
be obtained from external providers.
Provide the necessary support for the effective
implementations of quality management
4.16 Effective
system, its operation and control of its
processes.
The top management organization shall:
determine the necessary competence of
project team doing work under its control
4.16 Effective
that’s affect the performance and
effectiveness of the project management
system and quality.
The top management organization shall;
where applicable, take actions to acquire the
4.16 Effective
necessary competence and evaluate the
effectiveness of the action.
support. The frequency of [4] E-Effective indicated 4.24% or 30
respondents,4.16% or 45 respondents,4.16% or 39 respondents, 4.16% or 23
respondents respectively. And with the overall weight mean of 4.18% result
indicated that the response conclusion on the four subsections under support was
“Effective”.
42
Aspect of “Operation”
Table 8
In the Aspect of ISO 9001:2015 (QMS); “OPERATION”
Weighte Verbal
OPERATION
d Mean Interpretation
In determining the stages and controls for
design and development: The organization
shall consider; the required design and
4.31 Effective
development verification and validation
activities, the need to control interfaces
between persons involved in.
Control changes: the organization shall retain
documented information describing the result of
the review changes, the person authorizing the 4.31 Effective
change, and any necessary actions arising from
the review.
Design and development planning: the
responsibilities and authorities involved in the 4.21 Effective
design and process.
Table 8 depicts the weighted mean and verbal interpretation of the aspect
of Operation. The frequency of [4] E-Effective indicated 4.31% or 35
respondents,4.31% or 35 respondents, 4.21% or 32 respondents, respectively.
And with the overall weight mean of 4.27% result indicated that the response
conclusion on the three subsections under Operation was “Effective”.
43
Aspect of “Performance Evaluation”
Table 9
In the Aspect of ISO 9001:2015 (QMS); “PERFORMANCE EVALUATION”
PERFORMANCE
Weighted Verbal
EVALUATIO Mean Interpretation
N
The organization shall determine: what needs to
4.41 Effective
be monitored and measured.
The organization shall determine: The methods
for monitoring, measurement, analysis and 4.32 Effective
evaluation needed to ensure valid results.
Analysis and evaluation: if planning has been
4.07 Effective
implemented effectively
Analysis and evaluation: the effectiveness of
4.16 Effective
action taken to address risk and opportunities.
Performance evaluation. The frequency of [4] E-Effective indicated 4.32% or 32
respondents, 4.41% or 36 respondents, 4.16% or 37 respondents, 4.07% or 35
respondents respectively. And with the overall weight mean of 4.24% result
indicated that the response conclusion on the three subsections under
Performance Evaluation was “Effective”.
44
3. Effective action on Project Management for LEED Projects in the Aspects
Creation of; Project Management Process Group, Initiating Process
Group, Planning Process Group, Executing Process Group, Monitoring
and Controlling Process Group and Closing Process Group.
The respondents have been provided with set of survey question on
“Project Management 5 processes for LEED projects implementation formulated
in the form of “Likert Scale” as [5] Strongly recommended, [4] Recommended, [3]
Somewhat Recommended, [2] Less recommended, [1] Not recommended
3.1. Effective action on Project Management on LEED projects In

the Aspect Creation of “Project Management Process Group”
Table 10
In the Aspect Creation of Project Management Process Group
Project Management Weighted
Verbal Interpretation
Process Group Mean
Provide clear definition of
management requirements to
implement sustainable design into
4.15 Recommended
construction, Project management as
per PMBOK will be applicable to
LEED projects.
Identify five distinct, phases that
incorporate management knowledge 4.34 Recommended
into a successful project.
The five Process Groups are:
Initiating, Planning, Executing,
4.43 Recommended
Monitoring and Controlling, and
Closing.
Overall Weighted Mean 4.31 Recommended
Table 10 shows the weighted mean and verbal interpretation of the aspect
Creation of Project Management Process Group, 4.43% or 34 respondents
indicated a strongly Recommended response, while the 4.34% or 30 respondents,
and 4.15% or 35 Respondents respectively indicated a recommended response.
The overall weighted mean score of 4.31% indicated the three subsections and
45
the creation of project management process group for LEED project was
“Recommended”
3.2. Effective action on Project Management on LEED projects

In the Aspect Creation of “Initiating Process Group”
Table 11
In the Aspect Creation of “Initiating Process Group”
Creation of Initiating Weighted Verbal

Process Group Mean Interpretation
The Initiating Process Group consists of the
processes that facilitate the formal 4.24 Recommended
authorization to start a new project.
A preliminary scope and project charter is
4.21 Recommended
developed.
of Creation of Initiating Process group, 4.24% or 37 respondents, and 4.21% or
35 respondents respectively indicated a Recommended response. The
overall weighted mean score of 4.22% indicated the two subsections and the
creation of initiating process group for LEED project was “Recommended”
46
the Aspect Creation of “Planning Process Group”
Table 12
In the Aspect Creation of “Planning Process Group”
Creation
Weighted Verbal
Of Planning
Mean Interpretation
Process Group
Identifies and defines the project's Triple

4.19 Recommended
Constraint.
The development of a Project
Management Plan occurs in the Planning 4.21 Recommended
Process
Refines the scope, creates the Work
Breakdown Structure, schedules 4.24 Recommended
activities, and establishes budgets.
Defines quality requirements, develops
communication plans, and allocates 4.27 Recommended
resources.
of Creation of Planning Process Group, 4.24% or 28 respondents indicated a
Strongly Recommended response, while the 4.27% or 31 respondents, 4.21% or
35 respondents and 4.19% or 35 respondents respectively indicated a
Recommended response. The overall weighted mean score of 4.23% indicated
the four subsections and the creation of planning process group for LEED project
was “Recommended”
47
the Aspect Creation of “Executing Process Group”
Table 13
In the Aspect Creation of “Executing Process Group”
Creation of Executing Weighted Verbal

Consists of processes use to complete the

work define in the Project Management Plan to 4.34 Recommended
accomplish the project requirements.
Design and engineering plans, construction,
sequencing, scheduling, & planning activities 4.19 Recommended
should also be final.
The project team is assembled & roles must
be defined, including those responsible for the
4.36 Recommended
completion and submission of LEED credit
points
Table 13 Presented result shows the weighted mean and verbal
interpretation of the aspect of Creation of Executing Process Group, 4.24% or 28
respondents indicated a Strongly Recommended response, while the 4.36% or 32
respondents, 4.34% or 32 respondents and 4.19% or 35 respondents respectively
indicated a Recommended response. The overall weighted mean score of 4.30%
indicated the three subsections and the creation of executing process group for
LEED project was “Recommended”
48
the Aspect Creation of “Monitoring & Controlling Process
Group”
Table 14
In the Aspect Creation of “Monitoring & Controlling Process Group”
Monitoring and
Weighte Verbal
Controlling Process
d Mean Interpretation
Group
Execution of Project Management Plan should
be implemented. These plans help identifying
4.49 Recommended
potential problems and future corrective
actions.
Construction phase credits should be
documented and the achievement of credits is 4.37 Recommended
recorded.
The potential scope creep should be reduced
if not eliminated throughout the
implementation of a well-defined scope. The 4.13 Recommended
scope is controlled through the Integrated
Change Management Plan.
The project schedule is monitored to verify
4.39 Recommended
that milestones are achieved
interpretation of the aspect of Creation of Monitoring & controlling Process Group,
indicated a Strongly Recommended response, while the 4.13% or 40 respondents
indicated a Recommended response. The overall weighted mean score of 4.35%
indicated the three subsections and the creation of monitoring and controlling
process group for LEED project was “Recommended”
49
the Aspect Creation of “Closing Process Group”
Table 15
In the Aspect Creation of “Closing Process Group”
Creation of Closing Weighted Verbal

This group used to formally complete all

4.25 Recommended
activities & hand over completed project.
Formal closeout of the contracts and Lessons
learned meetings are held for potential
4.25 Recommended
strategies for future project implementation are
recorded.
Recommende
Overall Weighted Mean 4.25
d
interpretation of the aspect of Creation of Closing Process Group, 4.25% or 40
respondents, and 4.25% or 34 respondents respectively indicated a
recommended response. The overall weighted mean score of 4.25% indicated
the two subsections and the creation of closing process group for LEED project
was “Recommended”
50
4. Comparison between the Levels of Effectiveness of Project Management
on LEED Projects when grouped according to Age.
Table 16
One Way Analysis of Variance (ANOVA): Comparison between The
Level of Effectiveness of Project Management on LEED Projects
When Grouped According to Age.
Ho = There is no significant difference on Level of Effectiveness of project management

On LEED projects, according to Age of the Respondent (Knowledge workers)
Effectiveness Age Mean F-value p-value Decision Remarks

41-50 years old 3.97
Leadership 31-40 years old 4.35 3.889 0.026 Reject Ho Significant
Planning 31-40 years old 4.29 0.991 0.377 Accept Ho Not Significant
Support 31-40 years old 4.31 2.262 0.113 Accept Ho Not Significant
Operation 31-40 years old 4.30 0.049 0.952 Accept Ho Not Significant
Performance
31-40 years old 4.35 2.387 0.100 Accept Ho Not Significant
Evaluation
Overall 31-40 years old 4.32 2.415 0.098 Accept Ho Not Significant
Note: If p value is less than or equal to the level of significance which is 0.05 reject
The null hypothesis otherwise accept.
Table 16 reveals the comparison on the assessment of the respondent
when grouped according to age, the overall p value was 0.098 which was greater
than 0.05, Therefore null hypothesis was accepted. There was no statistical
difference between levels of effectiveness of project management on LEED
projects according to AGE of the Respondent.
51
on LEED Projects when grouped according to Length of work experience
Table 17
One Way Analysis of Variance (ANOVA): Comparison between The
Level of Effectiveness of Project Management on LEED Projects
When Grouped According to Length of Work Experience

on LEED Projects according to different Length of work experience of the Respondent
Effectivenes
Length Mean F-value p-value Decision Remarks
s
15 years above 3.89
Leadership 12-15 years 4.18 3.840 0.027 Reject Ho Significant
9-11 years 4.36
15 years above 4.14
Planning 12-15 years 4.19 0.324 0.725 Accept Ho Not Significant
9-11 years 4.28
15 years above 4.02
Support 12-15 years 4.17 1.428 0.248 Accept Ho Not Significant
9-11 years 4.29
15 years above 4.26
Operation 12-15 years 4.32 0.288 0.751 Accept Ho Not Significant
9-11 years 4.22
15 years above 4.20
Performance
12-15 years 4.16 1.721 0.187 Accept Ho Not Significant
Evaluation
9-11 years 4.39
15 years above 4.10
Overall 12-15 years 4.20 1.246 0.295 Accept Ho Not Significant
9-11 years 4.31
Note: If p value is less than or equal to the level of significance which is 0.05 reject the
null hypothesis otherwise accept.
Table 17 reveals the comparison of the respondents when grouped
according to length of work experience, the overall p value was 0.295 which was
greater than 0.05, therefore null hypothesis was accepted. There was no
statistical difference between levels of effectiveness of project management on
LEED projects according to different Length of work experience of the
Respondent.
52
on LEED Projects when grouped according to Sex
Table 18
Independent Sample t-Test: Comparison between The Levels
of Effectiveness of Project Management on LEED Projects
When Grouped According to Sex

on LEED projects when grouped according to Sex of the Respondent.
Effectivenes
Sex Mean t-value p-value Decision Remarks
s
Male 4.14
Leadership -0.719 0.475 Accept Ho Not Significant
Female 4.24
Male 4.18
Planning -0.732 0.467 Accept Ho Not Significant
Female 4.27
Male 4.19
Support 0.304 0.762 Accept Ho Not Significant
Female 4.15
Male 4.29
Operation 0.417 0.678 Accept Ho Not Significant
Female 4.24
Performance Male 4.26
0.358 0.722 Accept Ho Not Significant
Evaluation Female 4.21
Male 4.21
Overall -0.118 0.907 Accept Ho Not Significant
Female 4.22
Note: If p value is less than or equal to the level of significance which is 0.05 reject the
null hypothesis otherwise accept
Table 18 reveals the comparison of the respondents when grouped
according to sex the overall p value was 0.907 which was greater than 0.05,
therefore null hypothesis was accepted. There was no statistical difference
between levels of effectiveness of project management to LEED projects when
grouped according to Sex of the Respondent.
53
Chapter 5
Summary of Findings, Conclusions, and Recommendations
In this chapter, the researcher outlined the summary of the study as well as
the findings, conclusions and recommendations in the context of the identified
problems.
Summary of findings
The data gathered determined the effectiveness of the project
management on LEED project through ISO 9001:2015 (QMS) Quality
management System. The descriptive method of research was utilized and
the normative survey technique was used for gathering data. The respondents
were mainly located in UAE, Dubai and Abu Dhabi to which this study was
conducted. The respondents were Professionals working on constructions and
project management with different fields of specializations such as Architects,
Engineers, project managers and LEED certified professionals.
It was revealed in the survey results from the selected population of 68
respondents (56.7% retrieval rate) from the survey done between the period of
September to October 2017 giving enough information establishing the level of
effectiveness of project management based on sex, age, length of work
experience and educational attainment.
The results from the respondents showed that there were 47 male or
69.12% and 21 female or 30.88% which meant that male respondents dominated
the establishment on the level effectiveness of project management on LEED
projects. The Age revealed 41.18% between 31-40 years old, 32.35% between
54
41-50 years old, 20.59% between 25-30 years old and 4.41% between 51-60
years old. This meant that higher percentage respondents were 31-40 years old
which in turn showed that the level of project management on LEED project was
effective.
Given the Length of Work Experience, 31 respondents belonged to 12-15
years (45.59%), 20 respondents belonged to 9-11 years (29.41%), 14
respondents belonged to 15 years (20.59%), 2 respondents belonged to 6-8 years
(2.94%) and 1 respondent belonged to 3-5 years (1.47%) experience.
Results showed that 45.59% or the 12 to 15 years of work experience
believed that ISO 9001 QMS will be effective on project management to LEED
projects coming from professional working in design, construction where 64
respondents or 94.12% were degree holders as highest Educational Attainment.
On the respondents’ assessment of the Level of effectiveness of the project
management on LEED projects through application of ISO 9001: 2015 (QMS)
Quality Management System in the aspect of leadership, Planning, Support,
Operation and Performance Evaluation, the results showed that 68 responded on
the given aspects of 1. Leadership had 4.17% weighted mean; 2. Planning had
4.21% weighted mean; 3. Support had 4.18% weighted mean; 4. Operation had
4.27% weighted mean; 5. Performance had 4.24% weighted mean. The overall
verbal interpretation was “Effective”.
The One-Way Analysis of Variance (ANOVA) showed the comparison
between the Level of Effectiveness of Project Management on LEED Projects
When Grouped According to Age and Length of Work Experience. The significant
55
difference found on effectiveness of “Leadership” Response with p-value for Age
0.026 and p-value 0.027 for Length of Work experience was less than p value of
0.05, rejecting the null hypothesis. This meant that the “Effectiveness of
Leadership” application on project management depended on the Age and length
of work Experience.
On the Independent Sample t-Test: Comparison between the levels of
Effectiveness of Project Management on LEED Projects When Grouped
According to Sex on the aspect of leadership, Planning, Support, Operation, and
Performance Evaluation. There was statistical difference with overall p value of
0.907 which was greater than 0.05, accepting the null hypothesis.
Base on the gathered data; the action that may be proposed for effective
project management implementation on LEED projects.
As to the Creation of Process Group, Project Management Group, Initiating
Process Group, Planning Process Group, Executing Process Group, Monitoring
and Controlling Process Group and Closing Process Group). The results showed
that 68 respondents proposed effective project management on LEED projects
such as The Creation of Process Groups: Project Management Process Group
had 4.31% weighted mean, Initiating Process Group had 4.22% weighted mean,
Planning Process Group had 4.23% weighted mean, Executing Process Group
had 4.30% weighted mean, Monitoring and Controlling Process Group had 4.35%
weighted mean and Closing Process Group had 4.25% weighted mean. The
overall verbal interpretation was “Recommended”.
56
Conclusions
As the United Nation’s calling for sustainable development goal for global
climate change and protection of world resources the GCC countries like UAE that
took their own LEED initiatives had a good impact on sustainable design. But the
rapid changing landscape of construction needed effective project management
processes on project delivery to attain further successful project results.
Based on the literature review it reveals; project management can be
effective through process management approach based on “ISO 9001 (QMS) and
PDCA Cycle”. The application of ISO 9001 (QMS) methodology will play a vital
role in achieving project objectives increasing potential for successful project
results and in return for customer satisfaction. The effectiveness of project
management will be measured based on the outcome and end results of the
application of the efficient and effective processes where in it was the most
significant elements of ISO 9001.
As one of the PMBOK® areas of knowledge, the QMS in project
management recognized the application in a project context like LEED projects. It
was also found to be an effective and efficient way to implement the quality
management system thus, as conclusions were drawn from this. Effectiveness of
project management on LEED projects through application of ISO 9001; QMS had
significant impact on the success of the project delivery. Therefore’ it can be
concluded on the basis of the survey and summary findings that the application
was “Effective and recommended”.
57
Recommendations
The researcher suggests that, in order to continue identifying the
successful application of ISO 9001:2015 (QMS) Quality Management System to
project management, the “Framework concept integration of ISO 9001:2015 QMS
and project management shall be required for further study and the proposed
recommended action for this processes through application of ISO 9001 (QMS)
shall be on the following aspects: The Creation of Processes Management
Groups: Initiating process group, Planning process group, Executing process
group, Monitoring and controlling and Closing Process Group, the PDCA
methodology and the integration to PMI’s project management processes cycle
which became an effective strategy to project delivery leading to overall project
performance results. The PMBOK Guide body of Knowledge on project
management being recognized by ISO 9001 through management processes for
coordinated and controlled activities for achieving project objectives conforming to
specific requirements can improve project performance on project delivery. The
ultimate goal of integration of these processes was to have effective project
management on LEED projects or non-LEED projects the same goal addressing
customer satisfaction.
58
REFERENCES
Books / Manuals
AL SA’FAT, Dubai Green Building Evaluation System

Government Of Dubai, Dubai Municipality
Heather C. McCombs, American Technical Publisher

LEED Green Associate Exam Preparation Guide
V4 Edition.
International Standard ISO 9001; 5th Edition,

Quality Management Systems Requirements,
Ref. Number ISO 9001:2015 (E)
PMBOK Guide, 5th Edition; A Guide to the

Project Management Body of Knowledge
TUV NORD: (CQI- Chartered Quality Institute) And

IRCA – International Register of Certified Auditors,
Certified ISO 9001:2015 Lead Auditor Training Course
Certified Course Number 18034 (2017),
GREEN BUILDING PRACTICE GUIDES

DUBAI GREEN BUILDING REGULATIONS
(DEWA, DUBAI MUNICIPALITY)
LEED AND ESTIDAMA

A Reference Guide to Critical similarities
And Differences, by: William Whistler, 2011
The Greenest Commercial Interior in the Middle East

(SEED – Sustainable Energy & Environmental Division, 2009)
59
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Alice K, Lewis B. B. & Smith, (2002).Project Management Utilization

Measurement Instrument in IT
Ahmed M. I (2015), The Impact of Organizational Design on the Effectiveness of

Project Management; A Case Study from the UAE Public Sector
Behnam. N & Joseph B. J. (2017). Impact of ISO 9001 Standard on the Quality
Cost of Construction Projects in the Philippines: 2017 Manila International
Conference on Trends in Engineering and Technology (MTET-17)
Behnam N, (2016).Effectiveness of Quality Management System (QMS)

On Construction Projects: Department of Civil Engineering, De La Salle
University Manila,
Blomfield, Luke A (2013)

Utilizing Project Management Processes to deliver LEED® certified projects
Bon-Gang H & Jac S.T. (2012). Challenge Impact and Solutions Colombo, Sri
Lanka: World Construction Conference 2012-Global Challenges in Construction
Industry Sustainable Project Management for Green Construction
C.N Khalil, PMI Lebanon Chapter ISO 9001(2015). A project management

Approach and mind set. Countdown to 2015 new trends in the revised standard
ISO 9001:2015.
Dr. D. Alwerfalli, A.Karatas (2016). Application of Quality Management

Systems (QMS) In Construction Industry: Proceedings of the 2016
International Conference on Industrial Engineering and Operations
Management Detroit, Michigan, USA.
F. Khadja, B. Otmane, B. Zitoumi; Opportunities Impact of Management

Project on Implementing Quality Management System. International journal of
Economics & Strategic Management of Business Process (ESMB) Vol8, Issue
I, (pp 175-180).
H. T. Ingason, (2014). Best Project Management Practices in the

Implementation of an ISO 9001 Quality Management System: 28th IPMA
World Congress, Rotterdam, the Netherlands.
H.Doloi, A. Sawhney & K.C. Iyer. (2012). Structural equation model for
Investigating delay in Indian Construction projects
60
I.S.Ozguler, (2016). The Way of Establishment of the Organization’s Project
Management Process: PM World Journal, Vol. IV, Issue VIII Second Edition
I. Hyvari, (2002). Project Management Effectiveness in Different Organizational

Conditions
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Construction: Issues and Challenges: Hussein International Journal of
Advances in Applied Sciences (IJAAS) Vol. 2.
J.lampel, (2001). Project-Based Organizing and Strategic Management
M. Hammar, (2016) Plan-Do-Check- Act in the ISO: “Quality Management:

What is it (9001 ISO Academy)
Mohamed Salama1 and Tamer AlSaber 2 (2013)

Imposing Green Building Regulations in Dubai
Mario Seneviratne, - Founder and Secreatary to the Board-Emirates GBC

LEED Specifications and Its local Implications, SESAM Business
Consultants and the American University of Dubai
(A Green Technologies Presentation for Dubai Green – February 2008)
M. Azouz, J.L. Kim, (2015). Examining Contemporary issues for green building From
Contractors perspective, (pp. 471)
M. Maguina, (2011) Implementing Sustainable Construction Practices in

Dubai – a policy instrument assessment
Olena Yermoshkina1 Kseniia Tiukhmenova2 (2016)

Developing the scientific project management: The Case of Ukraine
P.Yves, (2001).An integrative approach through process Management

Paper presented at Project Management Institute Annual Seminars
And Symposium, Nashville, TN. Newtown Square, PA: Project Management
Institute; Project management and ISO 9001.
Peter O. Akadiri 1,*, Ezekiel A. Chinyio 1 and Paul O. Olomolaiye, (2012)

Design of A Sustainable Building: A Conceptual Framework for Implementing
Sustainability in the Building Sector
S. Goff, (2013). (PM Commentary), Efficiency & Effectiveness in project

Management Exploration of Management practices for LEED projects;
Lessons from Successful green building contractors
61
S.H.Wai1, A. M. Yusof, S.Ismail, and K. H. Tey (2012)
Critical Success Factors for Sustainable Building in Malaysia
Q. Qian, E. H. W. Chan, A. G. Khalid, (2015). Challenges in Delivering Green

Building Projects: Unearthing the Transaction Costs”
S. Stojanovic, How to identify the context of the organization in ISO:

9001 Academy ISO 9001 on line Consultation Center
T. Zewdie, (2016). The Effectiveness’ of Project Management Processes

On Performance of Construction Projects: Case Study Analysis in Selected
Companies in Addis A baba, Management.
The Greening of Project Management Adapting project management practices to

Deliver cost efficient green building construction By Robichaud Lauren Bradley,
Anantatmula 2008
T. Brown, (2008). Design Thinking (cited 1st page intro)
Y. Pszenica, (2001). An Integrative Approach through Process Management

PMP- Business Process Reengineering Mgr, Dürr Environmental, Inc.
Wixom, Michigan. Project Management and ISO 9001;
Yates, J. K. & Aniftos, S. (1997). Titled: ISO 9000 series of quality

Standards and the E/C industry. Project Management Journal.
62
APPENDICES
63
Appendix 1
LETTER TO RESPONDENTS
Dear Participant,
Warm Greetings.
The undersigned is conducting a research entitled EFFECTIVENESS OF

PROJECT MANAGEMENT OF LEED PROJECTS THROUGH APPLICATION OF
ISO 9001:2015 (QMS) QUALITY MANAGEMENT SYSTEM. Your participation is
completely voluntary and your response will treat with confidentiality and remain
anonymous. I’m grateful for your kindness sparing time to answer the survey with
outmost sincerity and look forward that your response will give me solid basis for my
research. I’m deeply honored for your participation, which the success of this
research will not be possible without your support and important feedback that will
be included in this research.
Thank you very much for your assistance in this important endeavor.
Sincerely yours,
ARNY V. LANA
Researcher
64
Appendix 2
SURVEY QUESTIONNAIRES
Part 1: Profile of the Respondents
Instruction: Please select and put check mark [] items applicable to you on
The Space provided below.
1. What is the profile of the Respondents in terms of:
51-60 41-50 31-40 20-30 20-25

Years old Years old Years old Years old Years old
1.1.Age
[ ] [ ] [ ] [ ] [ ]
Male Female
1.2.Sex
[ ] [ ]
15 years 12-15 9-11 6-8 3-5

Above years years years years
1.3.Length of work
Experience [ ] [ ] [ ] [ ] [ ]
Certificate Diploma Degree Master Doctorate

1.4.Educational
Attainment [ ] [ ] [ ] [ ] [ ]
65
Part 2: Questionnaires
Instruction: Please select and put check mark [] items applicable to you on the
Space provided below.
SCALE; 5: VE–Very Effective 4: E–Effective 3: SE–Somewhat Effective

2: LE – Less Effective 1: NE – Not Effective
2. How does the respondents assess the level of

5 4 3 2 1
Effectiveness of the project management on
LEED projects through application of ISO
900:2015 (QMS) Quality Management System.
VE E SE LE NE
2.1. LEADERSHIP
1. Taking accountability for the effectiveness of the [ ] [ ] [ ] [ ] [ ]
quality management system into the project.
2. Engaging, directing and supporting persons to
contribute to the effectiveness of the project [ ] [ ] [ ] [ ] [ ]
management system
3. Supporting other relevant management roles to
demonstrate leadership as it applies to areas of [ ] [ ] [ ] [ ] [ ]
Responsibility.
4. Promoting improvement [ ] [ ] [ ] [ ] [ ]
2.2. PLANNING
1. Actions to address risk and opportunities:
The project team shall plan how to integrate risk [ ] [ ] [ ] [ ] [ ]
management and implement the plan of actions
Into project.
2. The project team shall consider the purpose of
project changes and their potential
consequences; the integrity of the quality [ ] [ ] [ ] [ ] [ ]
management system; the availability of
resources; the allocation or reallocation of
Responsibilities & approval of authorities.
3. The top management organization shall plan; to
address risks. Avoiding risk, taking risk in order
to pursue an opportunity, eliminating the risk [ ] [ ] [ ] [ ] [ ]
source, changing the likelihood or consequences
sharing the risk, or retaining risk by informed
Decision.
4. When planning how to achieve its quality
objectives: the organization shall determine how [ ] [ ] [ ] [ ] [ ]
The result will be evaluated. (Lesson learned)
66
2.3 SUPPORT
1. The top management organization shall

consider; the capabilities of, and constrains on, [ ] [ ] [ ] [ ] [ ]
existing internal resources; what needs to be
Obtained from external providers.
2. Provide the necessary support for the effective
implementations of quality management system, [ ] [ ] [ ] [ ] [ ]
Its operation and control of its processes.
3. The top management organization shall:
determine the necessary competence of project
team doing work under its control that’s affect [ ] [ ] [ ] [ ] [ ]
the performance and effectiveness of the project
Management system and quality.
4. The top management organization shall;
Where applicable, take actions to acquire the [ ] [ ] [ ] [ ] [ ]
necessary competence and evaluate the
effectiveness of the action.
2.4. OPERATION
1. In determining the stages and Controls for
design and development: the organization [ ] [ ] [ ] [ ] [ ]
shall consider; the required design and
development verification and validation
activities, the need to control interfaces
between persons involved in.
2. Control changes: The organization shall retain
documented information describing the result of
the review changes, the person authorizing the [ ] [ ] [ ] [ ] [ ]
change, and any necessary actions arising from
the review.
3. Design and development planning: The
responsibilities and authorities involves in the [ ] [ ] [ ] [ ] [ ]
design and process.
2.5. PERFORMANCE EVALUATION
1. The organization shall determine: What
Needs to be monitored and measured. [ ] [ ] [ ] [ ] [ ]
2. The organization shall determine: The methods
for monitoring, measurement, analysis and [ ] [ ] [ ] [ ] [ ]
evaluation needed to ensure valid results.
3. Analysis and evaluation: If planning has
been implemented effectively [ ] [ ] [ ] [ ] [ ]
4. Analysis and evaluation: The effectiveness of
action taken to Address risk and opportunities.
67
Instruction: Please select and put check mark [] items applicable to you on
The space provided below.
SCALE;
5: SR–Strongly recommended 3: SR–Somewhat Recommended

4: R–Recommended 2: LE–Less Recommended 1: NE–Not Recommended
5
3. What action maybe proposed for effective 4 3 2 1
Project management implementation on LEED
Projects.
SR R SWR LR NR
3.1.PROJECT MANAGEMENT PROCESS GROUP
1. Provide clear definition of management
requirements to implement sustainable design [ ] [ ] [ ] [ ] [ ]
into construction, Project management as per
PMBOK will be applicable to LEED projects.
2. Identify five distinct, phases that incorporate [ ] [ ] [ ] [ ] [ ]
Management knowledge into a successful project.
3. The five Process Groups are: Initiating, Planning, [ ] [ ] [ ] [ ] [ ]
Executing, Monitoring and Controlling, & Closing.
3.2.CREATION OF INITIATING PROCESS GROUP

1. The Initiating Process Group consists of the
processes that facilitate the formal authorization [ ] [ ] [ ] [ ] [ ]
To start a new project.
2. A preliminary scope and project charter is develop. [ ] [ ] [ ] [ ] [ ]
3.3.CREATION OF PLANNING PROCESS GROUP

1. Identifies & defines the project's triple constraint. [ ] [ ] [ ] [ ] [ ]
2. The development of a Project Management [ ] [ ] [ ] [ ] [ ]
Plan occurs in the Planning Process.
3. Refines the scope, creates the Work breakdown
Structure, schedules activities & established [ ] [ ] [ ] [ ] [ ]
Budgets.
4. Defines quality requirements, develops [ ] [ ] [ ] [ ] [ ]
Communication plans, and allocates resources.
68
3.4.CREATION OF EXECUTING PROCESS GROUP
1. Consists of processes use to complete the
work define in the project management plan to [ ] [ ] [ ] [ ] [ ]
Accomplish the project requirements.
2. Design and engineering plans, construction,
sequencing, scheduling, & planning activities [ ] [ ] [ ] [ ] [ ]
Should also be final.
3. The project team is assembled & roles must
be define, including those responsible for the [ ] [ ] [ ] [ ] [ ]
completion & submission of LEED credit
Points.
3.5.CREATION OF MONITORING AND

CONTROLLING PROCESS GROUP
1. Construction phase credits should be
documented and the achievement of credits is [ ] [ ] [ ] [ ] [ ]
Recorded.
2. Construction phase credits should be
documented and the achievement of credits is [ ] [ ] [ ] [ ] [ ]
Recorded.
3. The potential scope creep should be
Reduced If not eliminated throughout the [ ] [ ] [ ] [ ] [ ]
implementation of a well defined scope. The
scope is controlled through the Integrated
change management plan.
4. The project schedule is monitored to verify [ ] [ ] [ ] [ ] [ ]
that milestones are achieved
3.6.CREATION OF CLOSING PROCESS GROUP

1. This group used to formally complete all [ ] [ ] [ ] [ ] [ ]
Activities & hand over completed project.
2. Formal closeout of the contracts & lesson
learned meetings are held for potential [ ] [ ] [ ] [ ] [ ]
strategies for future project implementation
Are recorded.
69
Appendix 3
CERTIFICATE OF STATISTICIAN
70
Appendix 4
CERTIFICATE OF EDITING
71
CURRICULUM VITAE
Arch. Arny V. Lana, uap

Registered and License Architect
MSCM, CPEM (ASEM),
ISO 9001: 2015 (QMS) CLA.
D.O.B.: 23-Sept.-1965
Nationality: Philippines
Passport #: EB 95661246
Res: Alabang, Muntinlupa Philippines
Mobile: +0063.9199046346 Loc: 0063.25530159
Email: arny.lana@yahoo.com.ph
PROFILE:
Various work experiences in Designs, Building Construction, Hospitality, Retails, F&B, and
Project Management. Founder & Charter President of UAP UAE Dubai Chapter (2009). Co-
Founder & Advisory council of UAP MENA-Middle East and North Africa, (2010-2011) United
Architects of The Philippines. A former reviewer and lecturer of (PRC) Foreign Licensure
Board Examination for Architects in Dubai UAE.
OBJECTIVE:
To impart my challenging role that encompasses my skill, passions and experiences

fostering a collaborative atmosphere within the Institution vision and mission. Ultimately, I’m
looking forward that I can contribute my skills to the Institution and to younger Filipino
professionals parallel with achieving my own personal career growth.
EDUCATION:
MSCM: Master of Science in Construction Management,

RS-PUP OU, Dubai, UAE, 2017
CPEM: Certified Project Engineering Manager.

ASEM- American Society of Engineering Managers, USA,
BSARCH: Bachelor of Science in Architecture, TIP QC, 1989-90
ISO 9001: 2015 (QMS) Certified Lead Auditor, TUVNord, CQI, IRCA, Germany
72
CAREER HISTORY: 13 years working in Dubai UAE and 14 years various
Architectural works In the Philippines
Landmark Group Corporate, Dubai UAE

Senior Project Architect, 2013-2017
Project: Landmark Tower Tecom Marina Dubai, UAE (LEED-Platinum Building)
Area of approximately 66,862.64 sq, ft, total buildable area of 453,194 Sq, ft with 3
basements, 7 Podiums, Level 8 allocated for corporate dining hall for 600 people capacity,
plus 18 levels allocated for Offices of each corporate brands. A LEED-Platinum High
Performance Building with total project construction cost approximately AED; 328M to 482M
dirham’s. Part of the Landmark Corporate project management team responsible for F&B’s
design construction, approval of plans, specs, shop drawing, and RFI’s. Special assignment
for all common areas, lift Lobbies, F&B’s floors such Ground floors Cafés , Level 8 Main
dining hall and Level 26 Executive dining for Chairman, Vice chairman,CEO’s and Executive
directors.
Q Homes Décor LLC, DUBAI UAE

Senior Project Architect / Project Manager, 2009-2013
Projects: High end brand of LMG Retail concepts
Q Homes in UAE, namely Oasis Center, Abu Dhabi, Alain, Sharja, Burj Khalifa Dubai Mall,
Dubai Marina mall, Bahrain, Qatar, and Riyadh. Area approx. for each outlet range from 30
to 45,000 sq, ft, Total Project Cost per each outlets approx. AED 3 to 5M dirhams = P39M to
65 Million in Pesos
Design Division (LMG Division), Dubai UAE.

Architect / Project Manager, 2006-2009
Projects: Oasis Center Mall,
Land area Approx. 300,000 sq.ft, Building area approx. 220,000 sq.ft. Parking facility:
approx. 2000 car parks in basements & around the building. Type of retail stores:
Supermarket, Fashion, Footwear, Kids, cosmetics, Furniture, Home accessories, Gift,
Electronics, Food, Entertainment, and Restaurants, Approximate cost of the project: Approx.
$ 115 million. Assigned member of the LMG projects and Design Division team responsible
for all F&B requirements, corporate office at Jebel Ali and Oasis center mall project Al Quos
Dubai UAE.
Food Division (LMG Hospitality Division), Dubai UAE

Architect / Project Manager, 2004-2006
Projects: Oasis Food court, All Branches of Cerrutti Cafés namely Dubai Media city,
Sky Garden Burjuman Center, Wafi mall and Oasis Center. Food outlets at Carrefour
and Lamcy Plaza Business Center.
73
Proxemics (In collaboration works with SYN Design)
Project Architect / Construction Manager, 2002-2004
Projects: Orphanage Bldg, Presbyterian Church Building, Greg Celeste Residence, Unit
Fontainebleau, Prince Textile office, Kuryente store, South Villa restaurant renovation, and
1st Banana Leaf curry house restaurant at Greenbelt
Imagimax Interior Architecture

Project Architect, 1997-2001
Projects: Ayala Gloritta IV Warner brother studio store, Time zone, Louis vuitton store,
Louive store, Shell Canvas, Lord stow and Escada Sport. Moiselle store, Aji Ichiban and
Healthy Options at Shangri-La Plaza, Mortesse bar at HSBC phasing tamo branch , Aji
Ichiban,Healthy Options at SM mega mall and SM Manila. Flower farm, K-Mart Office, PJB
Securities, Covenant Assurance Office, All Asia customer service main office and Annalyn
Department store.
Okamura (Ubix Corporation)

System Project Architect, 1995-1997
Projects: ALL Branches of Dao heng bank, TPG insurance Co., Pepsi plants, PLDT
branches, Ackerman securities, PJB securities and Philips semiconductor at Cabuyao
Laguna Park, Asean Bank branches
Filinvest Land Incorporation

Subdivision administrator, 1993-1995
Projects: Main office expansion and other department renovations, ID works for Sales
office area, assign to Filinvest Alabang project as Post Audit II, And 670 hectares Doronilla
state San Mateo Rizal designated as Head for Operations.
Parabolic Builders Inc. & Roda Traders

Asst. Project Architect, 1989-1991
Projects: Construction of San Miguel Sport Complex building, La Tondenia distillery plant
renovation, UST main Library, Various Eastern Telecom office renovations, General Bruan
Residence, and Consejero Residence
CERTIFICATION and SEMINAR:
 ISO 9001:2015 (QMS) Quality Management Systems, Certified Lead Auditor

Certificate No: 3519781001 (TUV Nord, CQI, IRCA, Germany) Abu Dhabi, UAE 2017
 Certificate of Participation, First Interregional UAP Balangkasan For young

Architects, Practice-Seminar Workshop Forum, 2017
 Certified Project Engineering Management, (CPEM) Certificate No:

11292016PEM0017,(ASEM):American Society For Engineering Management, USA,
2016
74
 PMP-Project Management Professional RS-PUP, OU Dubai UAE, 2016
 LEED Green Associate Preparation Course RS-PUP, OU Dubai UAE, 2016
 PMP-Professional Project Management Program Cambridge Dubai, UAE. 2010
 LEED-Green Buildings Fundamentals and Strategies Chicago Management

Institute, Dubai, UAE 2010
 Design the cutting edge by Arch Rolando D. Miranda, 6th Worldbex, Manila
Philippines, 2004
 Energy Efficient Lighting Design Technique for Architects By John Richards, 6th
Worldbex, Manila Philippines,2004
 Spatial co-ordination and Impact on cost and quality By Philip J. Thoburn,6th

Worldbex, Manila Philippines, 2004
 PEA–Public Estate Authority Office of the President Republic of the

Philippines, For Alabang Corporate City project Filinvest- July 6 to 7, 1993 Asian
Institute
ACHIEVEMENTS and AWARDS:
 Vice Chairman- Co-Founder: Young Architects of the Philippines UAE, Under the
Auspices of Philippine Embassy in Abu Dhabi, UAE, 2009
 Plaque of Recognition as Chartered President, UAP UAE Dubai Chapter

Founding of (UAP-UAE) : United Architects of the Philippines United Arab
Emirates,2009-2011
 Certificate of Recognition - UAP MENA Advisory Council & Founding Member-

(UAP- MENA) United Architects of the Philippines Middle East and North Africa,
Given 1st day of August 2014.
 Certificate of Recognition - Founding Member of (FPG): Filipino Professional

Group, UAE in 2009) Under the Auspices of the Philippine Embassy, given 27th July
2011, Abu Dhabi, UAE
 Certificate of Recognition-Lecturer Trainer, Honorary Member,2005-2008 (FACE):

Filipino Association for Career Excellence ,Under the Auspices of The Philippines
Embassy and Philippine Consulate General, Given 12th December 2008 Sun and
Sands Hotel Dubai, UAE
75
 Certificate of Appreciation–Lecturer Reviewer, 2010-2017 Foreign Licensure
Examination for Architects under SPLBE, PRC Board Examination Held yearly at
Abu Dhabi, UAE.
 Certificate of Recognition-FPG (Filipino Professional Group, UAE) Records of

Outstanding Accomplishment as Founders of FPG / Core group of “Special
Professional Licensure Board Examination-SPLBE” in UAE in 2009.
 Certificate of Appreciation – 8th GMM UAP Marikina Valley Chapter as Resource

Speaker, in “The Chapters Framework for Diversified Professional Growth”
 Plaque of Appreciation- Resource Speaker on the topic, ”Retail Interior Seminar”,

3rd Design Trends in Hospitality & Retail project, 30th day in Jumeirah Rotana Hotel,
Al Diyafah Dubai, UAE
 Plaque of Recognition- “Meritorious Leadership” in recognition of distinguished

leadership in being instrumental to the achievement of the principles and ideals of
the Organization and for assisting Filipino Architects in UAE achieve their goals of
U.N.A (Unite, Norture and Advocate), Presented by UAP Abu Dhabi Chapter on 8 th
day 2013 Crystal Ballroom, Sofitel Hotel, Cornice, Abu Dhabi, UAE
 Certificate of Appreciation- Given by UAP National for the Projects “Iskul

Takubets”, 4th day of Jan.2011 UAP National Headquarters, Quezon City.
 UAP BEST FOREIGN CHAPTER- Awarded on 37th UAP National Convention April
23,2010 SMX MOA Manila, Philippines ( UAP Dubai Chapter President)
REFERENCES:
Arch. Ramon S. Mendoza, FUAP, AA Architect

UAP Past National President, FY 2010-2011
Advisory Council UAP MENA (Middle East & North Africa)
Mobile: +063.02.412.6403
Arch. Angeline T. Chua Chiaco, FUAP, APEC Architect

Former PRC Commissioner and Member PRBoA-Architecture
Advisory Council UAP MENA (Middle East & North Africa)
Mobile: +063.918.894.14615,
76
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EFFECTIVENESS OF PROJECT MANAGEMENT ON LEED

PROJECTS THROUGH APPLICATION OF ISO 9001:2015

Polytechnic University of the Philippines

Master of Science in Construction Management

In Partial Fulfillment of the Requirements for the Degree

This thesis entitled EFFECTIVENESS OF PROJECT MANAGEMENT ON

DR. MANUEL M. MUHI

DR. GUILLERMO O. BERNABE

DR. LINCOLN A. BAUTISTA DR. REMEDIOS G. ADO

Accepted in partial fulfillment of the requirements for the degree Master of

CARMENCITA L. CASTOLO, DEM ANNA RUBY P.GAPASIN, DEM

I wish to extend my sincere gratitude to Dr. Manuel M. Muhi for granting my

with their valuable guidance. Likewise, I am grateful to my panel of evaluators

your support all of this will not happened and materialize.

Special mentioned to my wife Ma. Cecilia C. Lana my two daughter

for giving me courage, determination, wisdom and strength on this journey;

“MARAMI PONG SALAMAT.”

EFFECTIVENESS OF PROJECT MANAGEMENT ON LEED PROJECTS

THROUGH APPLICATION OF ISO 9001: 2015 (QMS) QUALITY

MANAGEMENT SYSTEM for the Degree Master of Science in Construction

Management at the Polytechnic University of the Philippines embodies the result

institution, except where proper referencing and acknowledgment were made.

Arny Villanueva Lana

Title : Effectiveness of Project Management on LEED Projects

Researcher : Arny V. Lana

Degree : Master of Science in Construction Management

Institution : Polytechnic University of the Philippines

Adviser : Dr. Manuel M. Muhi

With the difficulty of sustainable projects and the absence of specific

project management methodology applicable for LEED projects, the purpose of

this paper research was to seek project management processes system

(QMS) quality management system aiming to determine the level of effectiveness

through leadership, planning, support, operation, and performance evaluation.

The (QMS) PDCA cycle application to project management through process

management on different aspects for creation of project management processes

such as initiating, planning, executing, monitoring and controlling, and closing

reached perfect results that leads to project success.

of ISO 9001 (QMS) indicated as “effective” applicable to project management

processes with male respondents who had working experience between 9 to 15

aspect of leadership, planning, support, operation, and performance evaluation.

strategy through “Process Management Approach” to have effective project

quality management principles integrated to project management processes was

“recommended” for LEED projects.

(QMS) to project management on LEED projects needed more studies on the

Frameworks integration of the two systems. The researcher suggested to

continue identifying the application of ISO 9001 Quality Management System to

project Management. The Framework integration of ISO 9001:2015 (QMS) and

PDCA cycle integration to PMI’s project management “process management

Delivery not only on LEED projects but on conventional projects as well.

1 The Problem and Its Setting

2 Review of Literature and Studies

Overview of Quality Management Standards……………………….................20

Profile of respondents in terms of: Age, sex,

Level of Effectiveness of Project Management on LEED projects

Effective action on Project Management for LEED projects in

Comparison between the Levels of effectiveness of project

Comparison between the Levels of effectiveness of project

Comparison between the Levels of effectiveness of project

5 Summary of Findings, Conclusions, and Recommendations

Appendix 1 Letter to Respondents.............................................................64

Appendix 2 Survey Questionnaires............................................................65

Appendix 3 Certificate of Statistician..........................................................70

Appendix 4 Certificate of Editing................................................................71

Appendix 5 Curriculum Vitae......................................................................72