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Arditi and Gunaydin (1997) mentioned that there is a lot of potentiality for improving quality in construction processes. Project quality management and continual upgradations in quality are highly crucial. Quality training should be given to professionals in the construction sector. Partnering agreements also play a huge role in ensuring that the construction done is of high quality and so do feedbacks. The scope of the project, its needs, plans and particulars are prerequisites for ensuring high quality in processes. Wang and Huang (2006) have mentioned that the performance of the stakeholders in the project corresponds with the fruition and the success of the project. To ensure the success of the project, “relation” between the key stakeholders of the project as the most crucial criterion, is used by engineers. The performance of the stakeholders in the project constructively corresponds with each other and the role played by the project owners is the most crucial element in determining the success of the project. Dainty, et al. (2003) have mentioned that attainment of cost, programme and targets related to quality are too traditional and crude to be considered as success criteria in a construction project. The need is to evolve more suitable techniques to measure the performances of the project managers. They have mentioned that an assessment of knowledge, craftsmanship and behavioural information will be more beneficial to the quality and success of the project undertaken. The results of theses assessment can in turn be used to formulate impactful management behaviours which would guide the managers, owners and stakeholders together towards ameliorated project end results. The views of each member of the project teams and stakeholders are important and taken into account. Bragadin and Kähkönen (2015) have mentioned that he evaluation of quality of a construction project’s timetable is a demanding task for the team as well as the stakeholders. For a bettered understanding of the standard of construction schedules, the “3S” approach of Safety, Space and Structure is used by engineers, team members and stakeholders at the genesis of the project and is incorporated into the framework of the project. The 3S strategy ensures a safe working environment, ample space and lays out a structured phase-wise plan for the construction workers. Calder (1997) highlights that for quality assurance, a construction company should be ISO 9000 certified. Value addition happens when the product/services are delivered as they are promised, well ahead the schedule and under the budget allocated. However, the construction industry is being seen to experience cost overruns and delays in delivery. Aliverdi, et al. (2013) have mentioned that monitoring and assessing the performance and progression of a construction project earns value for the project. As such, quality control charts and graphs are used to observe earnings in value indices. Jamaludin, et al. (2014) has mentioned that the estimated cost of a construction project mostly overruns what is predicted. The final product turns out to be costlier than what the stakeholders expect at the genesis of the project. As such, cost, as well as other factors act as variances in construction projects. Other variances could be time and labour requirements or manpower. The problem with variances can be resolved by analysing them much in advance. This will help in enhancing the cost, time and manpower performance during the processes of construction as well as improve the quality of production. The lesson learned with all of the aforementioned factors is that a thorough study of the project, its requirements, processes, stages and phases should be carried out in advance so that unnecessary problems do not arise during the implementation phase. It is also necessary that the team members, leaders and construction workers are well-trained to carry out their activities. Partnering agreements should be meticulously designed and signed by the parties involved only after achieving unanimous or mutual consent. A feedback mechanism goes a long way in ensuring that the current as well as future projects are implemented with care, consideration and safe keeping.
Aliverdi, R., Naeni, L. M., & Salehipour, A. (2013). Monitoring project duration and cost in a construction project by applying statistical quality control charts. International Journal of Project Management, 31(3), 411-423. DOI: https://doi.org/10.1016/j.ijproman.2012.08.005
Arditi, D., & Gunaydin, H. M. (1997). Total quality management in the construction process. International Journal of Project Management, 15(4), 235-243. DOI: https://doi.org/10.1016/S0263-7863(96)00076-2
Bragadin, M. A., & Kähkönen, K. (2015). Safety, space and structure quality requirements in construction scheduling. Procedia Economics and Finance, 21, 407-414. DOI: https://doi.org/10.1016/S2212-5671(15)00193-8
Calder, D. A. (1997). Construction quality auditing. Journal of management in engineering, 13(6), 26-28. DOI: https://doi.org/10.1061/(ASCE)0742-597X(1997)13:6(26)
Dainty, A. R., Cheng, M. I., & Moore, D. R. (2003). Redefining performance measures for construction project managers: an empirical evaluation. Construction Management & Economics, 21(2), 209-218. DOI: https://doi.org/10.1080/0144619032000049737
Jamaludin, S. Z. H. S., Mohammad, M. F., & Ahmad, K. (2014). Enhancing the quality of construction environment by minimizing the cost variance. Procedia-Social and Behavioral Sciences, 153, 70-78. DOI: https://doi.org/10.1016/j.sbspro.2014.10.042
Wang, X., & Huang, J. (2006). The relationships between key stakeholders’ project performance and project success: Perceptions of Chinese construction supervising engineers. International journal of project management, 24(3), 253-260. DOI: https://doi.org/10.1016/j.ijproman.2005.11.006
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