Manage Project Quality

Section A: Skills Activity

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.

Section C: Performance Activity

  1. A company named Behold Builders Pvt. Ltd. with three partners has decided to construct high-end luxury apartments for well-to-do clients. The company is ISO 9000 certified. The construction project is named Applause and it aims to construct 40 high-end luxury apartments. A thinly populated location in the outskirts of the city is chosen for the project. The land has been purchased from the local farmers. All the paperwork is done and is up to date. A minimum level of quality in the project has been as yet ensured because the company is ISO certified and the paperwork of the land is complete. Further quality requirements are the following. Behold has to procure high-quality equipment and construction material from the Netherlands, Italy, India, South Korea and Japan. For example, 10000 tonnes of marble for phase-I has to be procured from Italy and most of the construction equipment and machines have to be imported from South Korea and Japan. Further, Behold must hire 200 construction workers or construction labourers from an experienced local agency, while ensuring that they have been trained in advance for quality management. In case some workers are not trained, the company will give them a 22-days training in Construction Project Quality Management. The company will ensure that all the teams, team members, engineers, owners and stakeholders of the project remain in constant contact with each other and details about the progress of the project is shared timely with all. A hospital which is hardly half a mile away from the construction site, has been identified for unforeseen circumstances like if a construction worker gets injured while carrying out his task. An air-conditioned car with a driver will remain at the construction site for such emergencies. The short-term goals of the company are that the construction is completed well within 7 months of time, the budget that is allocated to it does not exceed and the final product is state-of-the-art and of high quality. The long-term goals of the company for which it has to act simultaneously with the inception of the project, is to hire a sales and marketing team who will be allocated the responsibility to sell the apartments.
  2. The project is named Applause and is being built by Behold Builders Pvt. Ltd. The aim is of constructing 40 high-end luxury apartments. Building material, machines and equipment are being imported from several countries and the construction workers are being trained in Construction Project Quality Management. The 22-days training will seek to train them in handling the building material, operating the machines and equipment, revising the plan of the building and working in teams. The deliverables are a gated-society with 40 high-end luxury apartments, a community hall, swimming pool, gymnasium, tennis court, basketball court, car parking, jogging path and a children’s park. The society will be gated with security guards working in two shifts. A gardener will be hired to tend to the tennis court and basketball court grass and all the plants and trees in the society. The security guards will be in charge of switching on power backup in case of power cut. At least twelve other staff will be hired to look after all the facilities like the community hall, gymnasium, car washing, electric works, plumbing and others in the society. A separate parking space for visitors is given in the society.
  3. The progress of the project will be tracked by the team leaders and higher authorities. A database for the material, equipment and machines procured will be maintained on the computer and updated time to time as new material, machines and equipment arrive and the old ones go out of stock or out of order. The records of all construction workers, team members and engineers will be maintained in a manual handwritten record book and their attendance will be marked in an attendance register. Details of the training of the construction workers will be recorded in a record book and the computer as well. Each phase, stage and the daily progress of the construction will be marked on a graph in the company office as well as on the computer. All communication will be digitally recorded. The tracking of the activities of the sales and marketing team will be done through regular meetings and chat groups.
  4. Behold Builders Pvt. Ltd. had received the ISO 9000 certification a decade ago. The land it required to construct Applause was purchased from the local farmers 3 years ago and its paperwork is complete. The company has established contacts with vendors in the aforementioned foreign countries to provide them with the required building material, machines and equipment. All the deals have been made and the permission of the government to import these items has been taken formally. A local construction worker providing agency has been contacted and a deal of them providing 200 construction workers to the company has been made. These workers will be given a 22-days training in Construction Project Quality Management, wherein they will be trained in handling all kinds of building material and operating the machines and equipment. Last but not the least, training will also be provided to the sales and marketing team so that the apartments can be quickly sold off. All of these reviews and evaluations will be communicated to all the team members and stakeholders.

References for Construction Project Quality Management

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 Management31(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 Management15(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 Finance21, 407-414. DOI: https://doi.org/10.1016/S2212-5671(15)00193-8

Calder, D. A. (1997). Construction quality auditing. Journal of management in engineering13(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 & Economics21(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 Sciences153, 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 management24(3), 253-260. DOI: https://doi.org/10.1016/j.ijproman.2005.11.006

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