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77:26 (2015) 69–76| www.jurnalteknologi.utm.my | eISSN 2180–3722 |
Jurnal
Teknologi
Full Paper
PRACTICES FOR PROJECT QUALITY MANAGEMENT
SYSTEMS (PQMS) IN CONSTRUCTION PROJECT
Nursyamimi Shaaria*, Mat Naim Abdullah @ Mohd Asmonib,
Muhamad Amir Afiq Lokmana , Hamdi Abdul Hamida, Abdul Hakim
Mohammedb
Department of Real Estate, Faculty of Geoinformation and Real
Estate, Universiti Teknologi Malaysia, 81310 UTM Johor Bahru, Johor,
Malaysia
Article history
Received
8 June 2014
Received in revised form
30 August 2014
Accepted
20 October 2015
*Corresponding author
nsyamimishaari.utm@gmail.com
Abstract
Due to the importance of the quality management system implementation in construction project, the current study was conducted to
identify the set of Project Quality Management System (PQMS) practices for its successful implementation in construction field through a
systematic review of literature. Critical success factor (CSF) to implement PQMS in construction project were stated as ‘Client
Commitment’, Measurement and Improvement’, ‘Integration of quality Plan’, ‘Education and Training’, Teamwork and Communication’
and ‘Use of ICT’. However, these CSF need to be explored more in terms of its practices and there is an urgent need. A research approach
was carried out on the selected papers published between 2004 and 2014. An appropriate database was chosen and seven research
papers were identified through a screening process and reviewed for this study. There are 20 important practices in PQMS were identified
and has been categorized into six CSF namely; Client’s Commitment (5 practices); Integration of Quality Plan (3 practices); Education
and Training (3 practices); Measurement and Improvement (4 practices); Teamwork and Communication (3 practices) and the use of ICT
(2 practices).This paper concluded with a numbers of recommendations for future researchers to discuss, develop, and work upon in
order to achieve better precision and generalization.
Keywords: Construction industry, project, quality management system implementation, project quality management practice, best
practices
Abstrak
Disebabkan oleh kepentingan pelaksanaan Sistem Pengurusan Kualiti dalam projek pembinaan, maka kajian ini adalah bertujuan bagi
mengenalpasti satu set Amalan Sistem Pengurusan Kualiti Projek (SPKP) bagi menjayakan pelaksanaannya di dalam bidang pembinaan.
Kajian ini dilakukan melalui kajian literatur yang sistematik. Faktor Kejayaan Krtitikal (FKK) bagi melaksanakan SPKP di dalam projek
pembinaan telah dikenalpasti sebagai 'KomitmenPelanggan, Penilaian dan Penambahbaikan', 'Integrasi Rancangan Berkualiti',
'Pembelajaran dan Latihan, Kerja Berpasukan dan Komunikasi' dan 'Penggunaan ICT'. Namun, FKK ini perlu diterokai lebih mendalam dari
segi amalan dan terdapat keperluan bagi berbuat demikian. Satu pendekatan kajian telah dijalankan keatas kertas yang diterbitkan di
antara tahun 2004 sehinggalah 2014. Satu pangkalan data yang sesuai telah dipilih dan tujuh kertas penyelidikan telah dikenalpasti
melalui proses saringan dan akhirnya dianalisis bagi tujuan kajian ini. 20 amalan penting telah dikenalpasti dan dikategorikan pada enam
FKK iaitu; Komitmen Pelanggan (5 amalan); Integrasi Rancangan Berkualiti (3 amalan); Pembelajaran dan Latihan (3 amalan); Penilaian
dan Penambahbaikan (4 amalan); Kerja Berpasukan dan Komunikasi (3 amalan) dan Penggunaan ICT (2 amalan). Kertas kerja diakhiri
dengan beberapa cadangan untuk pengkaji akan dating untuk berbincang, membangunkan, dan melakukan kajian bagi mencapai
keputusan yang lebih baik dan menyeluruh.
Kata kunci: Industri pembinaan, projek, perlaksanaan sistem pengurusan kualiti, amalan pengurusan kualiti projek, amalan terbaik
© 2015Penerbit UTM Press. All rights reserved
70 Nursyamimi Shaari et al. / Jurnal Teknologi (Sciences & Engineering) 77:26 (2015) 69-76
1.0 INTRODUCTION
The main objective quality management
implementation is to improve product quality and
continuously improve the services. It would be defined
as the ability to meet customer needs and be form
deficiencies, like reworks and errors [1].At the early
stages, quality management system are more to
manufacturing oriented which is to improve the quality
through higher process control, better documentation,
high commitment and involvement of management,
and deeper improvement efforts [2]. However, after the
successful implementation in the manufacturing
industry, QMS has increasingly adopted in the
construction industry.
In construction perspective, quality meet the
requirement by the clients based on the contract
specification[3]. Similarly as defined by Jha and Iyer [4]
that quality project is “meeting the customer
expectation” or “compliance with customer’s
satisfaction”. Generally, quality of the construction
projects is to meet the requirement of each parties that
involved on the construction team such as architects,
contractors, consultants as well as the project organizer
[5].
Basically, the quality management defined as the
measurement to achieve and maintain high-quality
output to the needs and achieving customer
satisfaction [6]. On the other hand, ISO 8402 defined the
quality system as “the organization structures,
responsibilities, procedures and resources needed to
implement the quality management”. Meanwhile,
quality management involve overall management
functions that determine the quality policy, objectives
and responsibilities and implement them such as quality
planning, quality assurance, quality control and quality
improvement within quality system. Therefore, it can be
conclude that QMS is the interaction between people,
processes and documentation with the objective to
meet the requirements and customers satisfaction[7] in
a quality system.
As stated by Barrett[8] and Yasamis et al. [9] there
are two stages of QMS implementation which are at the
company-based quality management system (CQMS)
and project-based quality management system
(PQMS). Although, the adoption of QMS had given
positive impact on the company based, but there are
still numbers of issues regarding the implementation of
QMS at the project level. The previous research showed
that construction team faces many difficulties to
transfer the quality systems to the project level. As the
study done by Barrett and Grover [10] on the effect of
quality systems certifications and the impact at project
level, the team indicates that the actual impact on the
quality of services from the client view point has been
slightly positive. Furthermore, the results obtained by
Haupt and Whiteman [11]found that most of the
construction company had successfully practices the
Total Quality Management (TQM) approach, though
only a few of them success in the practice into project
level. A study by Abdullah [12] verified similar situation
faced by Malaysian construction team in implementing
quality system in a large scale construction project.
Pheng and Wee [13] found that the obstacles in
implementing QMS in project level because of some
reasons i.e. lack of motivations by management of
main contractors, lack control over subcontractors, too
much paperwork and appeared too complex to be
adopt, high foreign labours, lack of pride, lack of
tolerances between main contractor, consultant and
client; deficiency on quality culture, lack of contractual
understanding and confusion over terms used. Parallel
with the results, research by Haupt and Whiteman [11]
also found that the hindrance of PQMS implementation
is because of excessively paperwork, temporary
workforce, resistance by the teams, difficulty in
measuring the results, low biding by sub-contracting
and the construction project team not interested to
implement the QMS. Mohamed A.H et al. [7] found that
the incapability of the construction team to carry out
the system is due to misconception and
misunderstanding about the quality system.
Furthermore, it become worse when the system was
designed by consultant from non-construction
background[7].
Some researcher concluded that the main
obstacles to the successful quality management system
implementation due the nature of the construction
process itself[14, 15]. The construction industries diverse
in many ways; from the range of end product through
few types of method in the construction process. This
diversity made this industry is so challenging and not an
easy task to manage the overall of the construction
process.
As suggested by Zeng and Tian [16] in their research
regarding on overcoming the barriers to sustainable
implementation of ISO 9001 system, the legal framework
need to be improve to strengthen the supervision and
control for effective auditing of ISO 9000 standards. Due
to that, this research focusing on the measurements of
the effectiveness ISO 9000 implementation on the
various industries, not specifically on the construction
industry. Concerning to the high cost of poor quality on
many construction project, more research is necessary
to present a framework for improvement of project
quality outcomes [17].
Due to that, there are few expanded research
focusing on the developments of PQMS frameworks for
construction industry [18-22]. The rationale for
developing framework is as step-by-step guidance and
for launching excellence initiatives in planned method
on how to proceed if a set of goals is to be achieved
[20].
It is appeared much in the literature, however it is not
concluded the main practices of PQMS that should be
adopt in the construction process. Though, this paper
present critical review on practices of Project Quality
Management System (PQMS) for construction projects.
In the following sections, the research objective and
selected research methodology chosen to prepare the
compilation will be explained. This will follow by a
summary of the PQMS literature and categories as well
as critical analysis of the PQMS practices.
71 Nursyamimi Shaari et al. / Jurnal Teknologi (Sciences & Engineering) 77:26 (2015) 69-76
2.0 RESEARCH OBJECTIVE AND
METHODOLOGY
The purpose of the study is to identify a set of the best
practice that can be used by researchers and
practitioners in the field of PQMS in construction industry
for successful implementation. Extensive literature
reviews were selected as the methodology in order to
identify the good and appropriate published research
paper for this study. “Quality Management System
Practices” and “Construction Project” are the
expressing and phrases that used in this study as a
search strategy. A comprehensive computer-aided
search papers in the Scopus Search Database
published from 2004 until 2014 was performed using
these expression and phrases that resulted of 305 hits.
From the selected research papers, this study
continued previous research that focuses on quality
management system’s best practices with the Scopus
search filter into several criteria which are ‘Subject
Area’, ‘Document Type’, ‘Source Type’, ‘Source Title’,
‘Keyword’, ‘Source Type’ and ‘language’. After several
filtering processes, a total of 52 abstracts were further
reviewed and concerned on the identification of PQMS
practices in construction industry. These 52 selected
publications were then retrieved for the full text
documents to evaluate their methodology of study,
approaches, and findings. Then, there are several
journals (construction based involved in this extensive
literature and the journals are:
International Journal of Quality and Reliability
Management
Journal of Construction Engineering and
Management
Construction Management and Economics
Journal of Asian Architecture and Building
Engineering
Engineering, Construction and Architectural
Management.
Finally, a total of seven research publications were
reviewed extensively. Data from these seven studies
were also extracted into structured summary as shown
in Appendix 1 where the objectives, methodology,
approach, and main findings have been explained. All
the PQMS practices from these seven papers recorded
and based on their frequency of occurrence; the results
were obtained as shown in
Table 1
.
Table 1 Major PQMS practices in construction project
investigated in literature
3.0 RESULTS AND DISCUSSION
Different conclusion and practical suggestions could
be determined from in depth study of six selected
research publications with varying terms of their specific
study approach, objectives, methodology, sampling
type and size, setting and respondents as shown in
table 1.
Overall, there are 41 practices in PQMS
implementation identified from the literature review.
These practices will be categorized according to the
Abdullah [23] findings on Critical Success Factor (CSF)
for PQMS implementation which are; client
commitment, integration of quality plan, education
and training, measurement and improvement,
teamwork and communication and the use of
information, communication and technology (ICT).
These practices were identified on the basis of their
frequency of apparent in the literature review as shown
in curly digressions. The following part of this paper will
further explain each PQMS practices.
Client’s Commitment
As founded by Abdullah [23], the top management of
the project level is the client and their commitment in
CSF towards PQMS. Numbers of researchers examined
that the commitment of the client significant to drive
the implementation of the PQMS [4,24,25]. As stated by
Jha and Iyer [4], the competence of the owner plays a
significant role in defining the expected level of quality
from the contractor organization. There are several
practice had be summarized from the research by
Abdullah [23] and Chan et al. [25], which are:
i) Client provide conditions in the contract for the
preparation and implementation of project
quality system by all parties involved in the
construction projects;
ii) Client organize campaigns and trainings in
PQMS to all parties especially to the
management level down to foreman level to
generate quality awareness and
comprehension on the PQMS process and
procedures; and
iii) Client offer adequate resources to support
PQMS such as budgets, appointment of the
72 Nursyamimi Shaari et al. / Jurnal Teknologi (Sciences & Engineering) 77:26 (2015) 69-76
right choice of quality consultant and
incentives for quality achievement.
iv) Client appoint the competent project team
v) Client highlighting on quality, safety and
environment.
Integration of Quality Plan
Integration of quality plan is one the factor that leads to
the successful PQMS implementation [23]. This factor is
the effort to equilibrium the requirements of the
stakeholders such as the client, consultant and
contractor which integrate the roles and responsibilities
of the many parties; promote teamwork, and to
connect the client quality prospects with specific aims
and processes throughout design and production [26].
As highlighted by Pheng and Hwa [27], the integration
produces good quality system that can avoid
overlapping and overlooking the scope of the activities
and conflicts quality. To ensure all these integrations are
properly done, there are several practices listed by
Abdullah [23], Ezeldin and Abu-Ghazala [28] and
Choudhry, Hinze [29]:
i) All construction main parties (client, consultant
and contractor) prepare their project quality
plans according to ISO 9000 and contract
requirements.
ii) The individual project quality plans are
integrated by a competent quality consultant.
iii) The integrated quality plan links all the relevant
parts of the participants that own quality plan
together around the needs of the project,
balancing the needs of the stakeholders such
as clients, consultants, and contractors,
identifies and specifies the roles and
responsibilities of the parties to prevent
overlapping and overlooking of functions, and
reconciles construction project management
and contract conditions
Education and Training
The practitioners and researchers recognize the
necessity of proper training and knowledge in
delivering qualities for the construction project. It is
because of the numbers of participants project may
not have a clear concept about quality system.
Therefore, proper training for all level of workers to make
them known with the needed all the quality system
requirements [30]. In Abdullah [23] studied, he had
summarized that numbers of practices should be
followed by the construction practitioner to conduct
the education and training PQMS implementation:
i) Continuous and regular training are
conducted to make the construction team
understand the needs of quality system, and
enhance the quality awareness and basic of
quality system;
ii) Quality training are targeted at every level of
the organization at least extended to the
foreman level; and
iii) Introduce quality control circles (QCC) to all
levels in order to look for opportunities for
improvement and to promote learning project
organization.
Measurement and Improvement
The measurement and improvement are one of the
critical factors for the successful PQMS implementation
and it has been shown by several previous studies [11,
23,31]. Based on the table 2 above, it shows that
measurement and improvement are the practices that
always mentioned on papers that been analyzed.
Performance measurement is the common practice in
the construction industry [32] that involves gathering
data, facts and figures and analyzing them in
reasonable manner and presentation. This factor is
needed to make an improvement in the PQMS
implementation. There are several practice that had be
summarized from Abdullah (2012), Delgado-Hernandez
and Aspinwall [32], Chan, Wong [25], Ezeldin and Abu-
Ghazala [28], Tang, Aoieong [33], Kwahk, Park [34],
Yean Yng Ling and Theng Ang [35], which are:
i) Planned internal and external audit are
conducted to measure the performance of
construction parties’ quality system
implementation and to identify areas for
improvement;
ii) The quality committee conduct management
reviews as planned to determine the areas for
improvement based on the records and
report listed by the ISO 9000 standard such as
the audit report and complaints; and
iii) Client takes into account the construction
parties’ quality system performance when
judging the interim payment and incentives
contribution.
iv) Higher the competent personnel to measure
the performance.
Teamwork and Communication
In ISO 9001, there are two clause related to
communication which are clause 5.5.3 internal
communication and Clause 7.2.3 Customer
Communication (SIRIM, 2008). While the requirement of
communication has been mentioned in ISO 9000, there
is no single clause mentioning about teamwork.
However, in the actual fact, teamwork also plays an
important part in ensuring PQMS implementation.
Moreover, the term of “teamwork and communication”
are frequently used in many studies [31, 36]. Therefore,
in Abdullah [23] research, both of the terms are
combined as CSF for PQMS implementation. The key
practices for strong teamwork and effective
communication are as follows [23, 28,35]:
i) Establish steering committee consisting of all
parties involved such as client, consultant and
contractor to create a common goal,
togetherness and integration;
73 Nursyamimi Shaari et al. / Jurnal Teknologi (Sciences & Engineering) 77:26 (2015) 69-76
ii) Quality training and briefing are conducted
through a well-planned team structure to
ensure cohesiveness; and
iii) Strong informal relationships between the
parties with informal line of communication.
Information, Communication and Technology (ICT).
With the rapid growth of information and
communication technology (ICT), many researcher
suggested the uses of centralized electronic quality
document management system [16, 23, 36,37]. Among
the advantage of using ICT are; it could be optimized
and minimized the documentation requirements [37],
fast availability of records, simultaneous document
sharing and better adherence to ISO 9000 standards
[38]. There are some suggestions from various authors
regarding the use of project specific website that
integrated the internet, electronic information
management system and the quality system [16, 39].
The key practices for the use of ICT in PQMS
implementation are as follow [23, 32,35]:
i) Establishment of electronic-based document
control center that make use of electronic
quality document management system and
web-based;
ii) Integration between the information
technology requirement and quality systems
requirement; and Management of change in
the use of ICT through training and workshop.
4.0 CONCLUSION
In conclusion, from the present literature review, there
are 20 important PQMS practices were investigated.
These practices has been categorized into six CSF
namely; client’s commitment (5 practices); Integration
of Quality Plan (3 practices); Education and Training (3
practices); Measurement and Improvement (4
practices); Teamwork and Communication (3
practices) and the use of ICT (2 practices). However,
these findings are different from previous studies which
related to the identification of PQMS practices. A
number of different practices have been identified in
other studies as well as other practices which are not
identified in the present study outcome. This happened
due to several reasons:
- Only use Scopus in searching database
- Limitation of published paper involved in this
study
- This study only based on secondary data
Analyzing these reasons, it was found that all
quantitative analysis of empirical studies except for few
studies have been utilized interview and literature
review (qualitative) as methodology. Besides, size and
sampling types also found to be varying in each study
and it will affect the findings of the present study.
Through all six research studies, it was found that two
studies were conducted in Hong Kong and one each in
United Kingdom, Middle East, Korea, Pakistan and
Singapore. Another reason for the variation is related to
the construction that has been used. Most of the
selected research studies utilized different approach,
such as Quality Management, improvement tools,
quality culture auditing, and quality control. Hence this
approach also affects the results of the current study.
Implications
For the successful implementation of PQMS in
the construction project, the implications of the current
study are:
- The practitioners in the construction industry
can use the practices for each CSF as a
guideline for achieving desirable result such as
customer satisfactions, improved performance
and improved quality of product.
Recommendation for Future Research
Other than that, the scope and suggested
direction for further research in regards of this area are:
- To test these practices into the construction
project
- A comparative study with another developing
country may be carried out to find the
similarities and dissimilarities regarding PQMS
implementation in construction projects.
- Further studies need to be undertaken
concerning the best practice for PQMS
implementation and its impact towards project
performance.
Finally, the results of this study will help the managers
and practitioners to adopt PQMS program successfully
in their organization and highlight a new dimension for
other researchers in this area, contributing to the
knowledge as well as enhancing the implementation of
PQMS philosophy.
Acknowledgement
We are grateful for the UTM and MyBrain15 scholarship to
Author 1 and Author 2.
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Appendix
Appendix 1: Review of the main literature on PQMS practices
Author(s)
Objective
Methodology and approach
Number of
PQMS
practices
Main Findings
Practices
Delgado-
Hernandez,
D.J. and E.M.
Aspinwall[32]
Assessment of improvement tools
on the perceived importance and
the current of use.
Construct: Improvement Tools
Method: literature review and
survey
Approach: factor analysis
and descriptive analysis
Sample type: UK construction
industry
Sample size: 72 respondents
8
The common
practices in the
industry are; quality
control, technology
and performance
measurement.
- Gathering customer needs
- Organizing customer needs
- Formal methods
- Planning tools
- Programming tools
- Quality control
- Performance measures
- Technology
Chan, A.P.C.,
F.K.W. Wong,
and P.T.I.
Lam[25]
Affecting factor on quality
outcomes of the public housing
projects.
Construct: QM
Method: survey
Approach: factor analysis
and multiple regression
analysis
Sample type: public housing
project
Sample size: 54 cases
6
The identified
factors show a
strong relationship
to good quality and
found how these
factors affect the
PASS (performance
assessing scoring
system) scores of
public housing
projects.
- Appoint competent project
manager
- Proactive quality culture
- Increasing usage of direct
skilled workers
- Adopting comprehensive
inspection system
- Increase competency of site
labour
- The client’s emphasis on
quality, safety and
environment.
Ezeldin, A. and
H. Abu-
Ghazala[28]
Development and
implementations of QMS model
Construct: QMS
Method: interview
Approach: statistical analysis
Sample type: design
consultant in Middle East
Sample size: 20 projects
9
The QMS model
applications has
improved the
design and the
productivity
- Management responsibility
- Resources management
- Quality planning
- Design and developments
- Customer requirements
- Purchasing
- Measurement of customer
satisfaction
- Audits
- Improvement
Tang, S.L.,
R.T.M.
Aoieong, and
C.S.L. Tsui[33]
Quality culture auditing through a
scoring system
Construct: Quality Culture
Auditing
Method: survey
Approach: one-way ANOVA
Sample type: consultants in
Hong Kong
Sample size: 30 consultants
7
From the analysis, it
is show that the
three working level
(high, middle and
low) groups show
significant
difference opinions.
- Communication between
management
- Mutual understanding among
staffs
- Teamwork spirit
- Commitment and
involvement of staffs
76 Nursyamimi Shaari et al. / Jurnal Teknologi (Sciences & Engineering) 77:26 (2015) 69-76
- Customer relationship and
satisfaction
- Continual improvement
- Industry specific factor
Kwahk, K.J., et
al.[34]
This paper present the integrated
practice between progress
management and quality
inspection process for nuclear
power plant construction project in
Korea
Construct: QM
Method: literature review
Approach: IDEF0
Sample type: nuclear power
plant construction project
Sample size: N/A
1
Conflicts in progress
determination
between contractor
and clients were
reducing.
- Inspection
Choudhry,
R.M., et al.[29]
Quality assessment and the ways to
improve quality service provided
by subcontractors.
Construct: QM
Method: survey and interview
Approach: mean scores, one
way ANOVA or Kruskal-Wallis
tests.
Sample type: clients,
consultants and
contractor/subcontractors
Sample size: 69
3
The result shows that
poor constructions
still exist. To improve
the existing
subcontracting
practices,
collaborative efforts
of all the
stakeholders are
essential.
- Client adopt [ISO 9000 (ISO
19870]
- Contractor adopt [ISO 9000
(ISO 19870]
- More quality-control
engineers
Yean Yng Ling,
F. and W.
ThengAng[35]
Using control systems to improve
construction project outcomes.
Construct: Quality control
Method: survey
Approach: t-test and
pearson’s correlation analysis,
and multiple linear regressions
(MLR).
Sample type: Singapore-
based construction firm
Sample size: 51
7
Competency of
quality manager
was significantly
affected to quality
outcome.
- Inspection record
- Competency of quality
manager
- Information system
- Project team’s contribution to
record system
- Understanding of quality
control process
- Adequacy of time spent to
resolve quality problems
- Emphasis placed on
developing feasibility studies
for quality problems
- Usage of material laboratory
technology
