Answer-
Various issues arise on executing a construction project. Some of the common issues are undefined goals, changes in scope, inadequacy of skilled personnel, incapable risk management, poor communications, unattainable deadlines and minimal engagement of stakeholders (Meng 2012). The project manager head of the chosen project plan “Mandalay Convention Centre” in Myanmar has also identified few issues such as the follows (Zhou, Whyte and Sacks 2012):
The responses generated from the survey questions have helped in attaining a wider knowledge on the significance of quality management in construction works. Most of the responses of the respondents did reconfirm the challenges, which will arise while implementing the quality management in construction projects. Only 30% of the respondents have shown their faiths on quality management. This is may be because of the challenges that the project head manager has already identified. It is now understood that quality management can be used to resolve the issues provided if it gets valuable supports from all the stakeholders. Quality management can be implemented using three stages such as Quality Planning, Quality Assurance and Quality Control. It is very clear from the analysis that quality management is useful in the construction works provided it is conducted with utmost priority. This indeed can be done through different techniques such as inspection, flow chart and statistical sampling (Lee and Yu 2012).
Q.2 Do you think Quality Management is important to get the best quality in construction projects from perspective of tools and techniques? Why?
Answer-
It is also being felt by the head project manager that using different tools and techniques will be a better idea to maintain quality in the entire operational works. The technologies that have been identified in the above answer can prove to be really helpful in bringing quality performance in construction projects. The head project manager has found quality planning, quality assurance and quality control as helpful in attaining a best quality output in construction projects. However, the manager has also confirmed that quality control process cannot alone do wonders. It needs the support of the entire stakeholder.
Half of the respondents were in favor of the fact that technology can help in reducing the performance related glitch in construction works. They have as per their knowledge have supported the significance of tools and techniques in construction works. This is understandable to from some evidences. One of such evidence is of (Goetsch and Davis 2014) when it said that quality management helps in documenting such things, which attract a least bothering from even the project management group. However, the head project manager has confirmed that the success depends entirely on how the project management team, the suppliers and other stakeholders take care of their responsibilities (Kim, Kumar and Kumar 2012).
The statement can be understood from the fact given by Hwang and Ng (2013), which states that a competent manager is utterly required for a project to be successful. The degree of competency increases with the challenge in the project. The managers rely on such stakeholders who have their style of working and have least concerns for the projects. Furthermore, Aziz and Hafez (2013) rather argued that quality management can be really helpful in dislodging the issues by implementing the lean construction. The essential features of lean construction includes but are not limited to such as enabling to define a clear set of objectives, maximizes the performance, helps in get a concurrent design, structuring and application of project control during the entire life cycle of the project.
Answer-
The head project manager has supported the use of modernized technologies in the construction sites. The manger has identified quality management is important from the perspectives of tools and techniques. However, the project manager has also confirmed that it is challenging to implement such modern equipments and technologies (de Menezes 2012). The project manager has further provided useful information on some modern technologies that have helped the construction projects from the perspectives of both the expenditures and the time. Some technologies such as 3D printer and laser scanners have changed things and reestablished the importance of innovation in construction works.
The feeling expressed by the head project manager is also being confirmed by the respondents. A huge 70% of the respondents have answered in favor of the responses generated by the manager. This simply shows that even the workers have the realization of the modern equipments and the technologies in improving the quality of project handling at the construction sites. This can further be explained from the evidences supported by (Turkan et al. 2012) in their findings as follows:
Answer-
The head project manager has confirmed again the importance of quality management in construction projects. The project manager has further said that quality management is really helpful for projects like “Mandalay Convention Centre”. The project manager has framed his answers based on certain benefits such as overcoming the challenge of cost overrun, wastages of resources, average control on quality and implementation of planning will be relatively quicker. Additionally, the project manager has affirmed the statement that if quality management related techniques are implemented this will help in overcoming all the challenges that are mentioned. Moreover, this will make project to happen faster, better and reliable (Yu, To and Lee 2012).
The respondents look in support of the head project manager as well. Majority of responses were in favor of the influence of quality management on projects like “Mandalay Convention Centre”. The findings can be supported from the evidences provided by Idoro (2012) where the author says that private sectors perform better in terms of handling the projects. According to the author, private clients use a much organized planning than the public clients. They use much technology and techniques to get the designing of the projects done in quick time. Their project planning is driven by the use of quality management in the form of various technologies, techniques and strategies. The author has emphasized on the use of a better and an improved management. This is because of the values it delivers to the project. Additionally, the author has found that a better management at the initial stage brings a much better result. An improved planning of project helps in attain an effective monitoring, control and evaluation of the operation, which is helpful in improving the project performance.
Answer-
The head project manager has explained few of the following policies that are applicable currently in the construction industry (Porwal and Hewage 2013):
The project manager has indeed found these policies important for en effective operation of a construction project.
From the responses, this can be understood that many of the respondents are not aware of the policies that exist in the construction industry. Only 25% of the respondents could have confirmed that they know a little about the answer. Rest of the respondents was even not aware of the importance of policies at the construction sites. It has been supported by (Pacheco-Torgal 2014) that a bigger infrastructure construction like the project of “Mandalay Convention Centre” requires a much more than this to conduct this effectively. The author has found this necessary to put some additional emphasis on the following requirements:
References
Aziz, R.F. and Hafez, S.M., 2013. Applying lean thinking in construction and performance improvement. Alexandria Engineering Journal, 52(4), pp.679-695.
de Menezes, L.M., 2012. Job satisfaction and quality management: an empirical analysis. International Journal of Operations & Production Management, 32(3), pp.308-328.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hwang, B.G. and Ng, W.J., 2013. Project management knowledge and skills for green construction: Overcoming challenges. International Journal of Project Management, 31(2), pp.272-284.
Idoro, G., 2012. Evaluating levels of project planning and their effects on performance in the Nigerian construction industry. Construction Economics and Building, 9(2), pp.39-50.
Kim, D.Y., Kumar, V. and Kumar, U., 2012. Relationship between quality management practices and innovation. Journal of operations management, 30(4), pp.295-315.
Lee, S.K. and Yu, J.H., 2012. Success model of project management information system in construction. Automation in construction, 25, pp.82-93.
Meng, X., 2012. The effect of relationship management on project performance in construction. International journal of project management, 30(2), pp.188-198.
Pacheco-Torgal, F., 2014. Eco-efficient construction and building materials research under the EU Framework Programme Horizon 2020. Construction and building materials, 51, pp.151-162.
Porwal, A. and Hewage, K.N., 2013. Building Information Modeling (BIM) partnering framework for public construction projects. Automation in Construction, 31, pp.204-214.
Turkan, Y., Bosche, F., Haas, C.T. and Haas, R., 2012. Automated progress tracking using 4D schedule and 3D sensing technologies. Automation in Construction, 22, pp.414-421.
Yu, B.T., To, W.M. and Lee, P.K., 2012. Quality management framework for public management decision making. Management Decision, 50(3), pp.420-438.
Zhou, W., Whyte, J. and Sacks, R., 2012. Construction safety and digital design: A review. Automation in Construction, 22, pp.102-111.
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