Managing Project Quality in Construction Projects

This report evaluates the implementation of Total Quality Management (TQM) and Continuous Improvement (CI) in the construction industry in Australia. It focuses on the correlation of project objectives, culture, and behavior with the connection of the models. The report also identifies major barriers in the construction industry that might hinder the implementation of TQM and Continuous Improvement. The report analyzes the Denver International Airport construction and expansion project as a case study. It also provides recommendations on how to apply TQM and Continuous Improvement in the project.

Running head: MANAGING PROJECT QUALITY 1
Managing Project Quality in Construction Projects
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Managing Project Quality in Construction Projects
Introduction/Abstract
The main project focus of this report will be Denver International Airport construction
and expansion project. The project is considered one of the most expensive public projects in
Denver where it was approximated to exceed a mark of 1 billion dollars with an unexpected
increase in cost and duration time for completion of the project (Burghouwt, 2016). This is the
same case where construction organizations in Australia have been one of the most struggling
firms with a series of significant challenges in the application of Total Quality Management
(TQM) and continuous improvement (CI). Normally, construction projects have continued to be
reluctant in the implementation of quality improvement approaches where it is described that the
application of the process doesn’t go beyond management level i.e. at least contractors of the
projects (Flyvbjerg, 2014).
The main objective of this report is to evaluate how to implement TQM and continuous
improvement in the construction industry in Australia, in the most efficient and effective, by
taking into consideration the correlation of project objectives, culture, and behavior with the
connection of the models. The paper will also focus on the identification of major barriers in the
construction industry that might hinder the implementation of TQM and Continuous
Improvement. Generally, the approach of the models application in the construction industry in
Australia will be to enhance interactive process between customers and managers. This will be
mainly achieved through strategizing approaches that will help reduce failures and improve the
quality of construction projects around the world. On the same note, Airport construction and
sustenance is one of increasing demand tasks from both the public and private sectors today

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(Jung, Jian Wang, & Wu, 2009). The quality of airport development has been described by most
economist to have a significant impact on the performance of airports in its various destinations.
Literature Review
Literature Review on Total Quality Management (TQM)
Over the past few decades, Total Quality Management (TQM) has continued to gain
significant importance in all level businesses in the world today. The dynamic aspect of TQM is
one of the basic features that has made it possible for the integration of the process in most of the
organizations. Majorly, TQM is an approach by the organization to enhance the quality and
productivity of various levels with an emphasis on improving the competitive advantages of the
business. With this, therefore, it is more effective implemented horizontally across the
organization with a basic aim of improving the quality of the products and services (Hoang, Igel,
& Laosirihongthong, 2010). In the application of TQM, there are various key factors which must
be considered as significantly important in implementation strategy. These include a plan of
action, leadership, training, constant improvement, eliminating barriers, eliminating quota’s,
adopting a philosophy, and pleasure of workmanship (Bal, Bryde, Fearon, & Ochieng, 2013).
With the above key factors, managers must highly consider the strategies approaches which will
effectively implement these key elements in order to have a successful implementation of TQM
strategy.
Apart from improving the internal and external quality of a business, TQM has been
described as a very effective tool for creating an organizational culture. The approach is
considered to strategically improve every stage of an organization by drawing the quality
importance of the strategy and the entire management processes. Basically, TQM has been

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considered as one of the best techniques for the adoption of quality cultures (Dahlgaard, Khanji,
& Kristensen, 2008). However, most of the challenges that are overseen in the implementation of
TQM include resistance to change, lack of resources, lack of objectives, lack of experience, and
short-term objectives. On the same note, TQM has also been described to ‘behave’ differently
due to the empirical value of the size of market and industry which are to be applied the strategy.
It is regarded as a bit complex when being implemented on small businesses while it has been
reported to have a very successful report on large companies (Jung et al., 2009).
In order for the TQM to be successful, employers have a significant role in strategizing
the workforce positive perspective. With the employee engagement, it is considered there is
more success since employees feel more motivated to see the actualization of the strategy (Bal et
al., 2013). Also, by focusing on employee engagement in TQM implementation, managers must
be able to cope more easily with the current dynamics changes in the business environment by
making employees are aware of development changes and trends in their respective fields.
Essentially, many philosophers have argued that TQM is a very vital tool in empowering
workers (Rawlins, 2008).
Literature Review on Continuous Improvement (CI)
Continuous improvement is considered one of the highly integrated tools in businesses
today that are used to achieve competitive advantages over competitors. Continuous
improvement is frequently interrelated with Japanese word known as ‘Kaizen’ which means
“Change for the Better” (Imai, 2012). In order to attain and maximize competitive advantages
and market share, organizations and companies must also be to apply Continuous Improvement
model in order to overcome the changes in production and market. Majorly, the tool has been
applied to create more business approaches, ideas, and innovation of new products improvement.

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The on emphasis on the Utilization of the model has also been contributed by the continuous
changes in globalization where product and service quality is one of main significant
consideration in the today market (Shannon & Smets, 2010). With this in mind, it is one of the
main reason why I have chosen to analyze the tool as one of the most effective businesses
approaches in producing quality construction projects.
Continuous improvement tool is also one of the most effective and customer oriented
techniques. According to the product development, the cost of new products on the market have
a significant great effect on the performance of an organization. With the increase of issues such
as increase in competition, more product quality, continuous improvement, and the loss of
product value, every industry must be able to attain and sustain continuous improvement strategy
(Oliver, 2009). The application of continuous improvement tool in any organization project
development is another key aspect of enhancing employee and customer engagement. With this,
an organization can be able to maintain the required feedback response which is a significant
contribution to eliminating any avoidable issues and enhancement in problem-solving.
Discussion and Analysis
Analysis of Barriers Affecting the Implementation of TQM and Continuous Improvement
in Construction Projects
The main challenge in the implementation of TQM and continuous improvement in the
construction industry is the nature of the management system. Example, most of the large
construction projects are strategically located in labor-intensive areas but its reported that the
industry experiences time to time fluctuation in the workforce. With time to time changes in
labor role distribution, building an effective organizational culture is considered as a very

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significant challenge (Agha, 2011). Another barrier which affects the implementation of
continuous improvement and TQM is the increase of involved parties in the construction
processes. With the different opinions and objectives from the different parties, most of the
respective groups tend to look after ‘individual’ interest disregarding the importance of project
quality thus affecting the implementation of TQM and Continuous Improvement methods
(Hoang et al., 2010). The third challenge in construction projects is the lack of regular changes in
the improvement of construction processes. Therefore, this also significantly affects the
assurance of quality in the construction industry with increase of projects demand especially in
airports.
The construction industry is regarded to have most of its employees as untrained. Apart
from poor training of an employee, most of the construction projects have been reported to have
incompetent field managers with very bad attitudes. The poor field management and lack of
employee training are one of the main issues which have proven a key challenge in the
implementation of TQM and continuous improvement in the construction industry (Agus, 2011).
This has also reflected the poor planning in construction projects which also contribute to an
increase in more challenges in the various process. On the same note, with poor planning, most
of the construction blunders are very vital in terms of safety and sustainability of the projects.
Example, Airport construction quality assurance should be regarded as a mandatory measure
where the safety of people and goods in the transport process should be a key emphasis of every
ongoing infrastructure development (Milakovich, 2015). The issue of cost another issue to be
considered in the implementation process for the development of a quality management system
which will align all construction processes with TQM and Continuous improvement model
strategies.

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Attributes of Denver International Airport Project
One of the main successes of the Denver International Airport (DIA) project, was the
involvement of its main customers i.e. United and Continental as the main part of the team
project development. The DIA project is considered as one of the best projects which have
effectively increased the number of activities in the State which was also greatly contributed by
the intensive engagement with Denver city council in the planning and designing of the project.
In terms of product and services development, DIA project has achieved to produce one of the
best “Baggage System” in the world (Marin-Garcia, Pardo del Val, & Bonavía Martín, 2008).
The project strategic planning and design has enhanced the expansion process of the airport
where currently its set to start the expansion of 26-gate which will cost approximately $45
million.
Failures of Denver International Airport Project
Project decision making is considered as some of the very crucial elements that should be
keenly considered. With this, DIA project was reported to have one poorest decision-making
processes which led to the outcome of serious events such as the failure of integrating the
baggage system (Jaber, Bonney, & Guiffrida, 2010). The contractors and managers of the project
stated they assumed that the “individual airlines” were supposed to make their own baggage
handling arrangements which reflected very poor quality project management. On the same note,
the communication aspect of the project was considered very poor where the two main airlines
involved (United and Continental) were left out in almost every part of decision making and
design consultation. With this failure of the project, the improvement services offered to the two
airlines, which controlled 80% of the activities in the airport, considerably affected the
maximization of the airport quality (Burghouwt, 2016).

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The DIA project risk analysis is considered also to be very poorly handled. This was
mainly reflected in the project contract between shareholders involved where no risk agreement
was reached upon even with the basic two airlines participating as a part project team. The
project was reported to have very poor risk identification, assessment, and response development
and control (Haidar & Ellis, 2010). The contracting services of the project were also one of the
poorly and mishandled important parts of the project. This was evidently witnessed by lack of
following bidding process where the companies chosen for the project were previously involved
in other Denver city projects (Chua, 2009).
Recommendation/Application Total Quality Management and Continuous Improvement in
Denver International Airport Construction Project
One of the most effective ways of implementing TQM and Continuous Improvement in
DIA project construction is through proper employee training and engagement. With the
provision of required standard training, employees will be able to understand better on their job
roles and the required service improvement in the construction processes. Through the
continuous training improvement, the management will also be able to effectively implement
continuous improvement and TQM in the entire DIA projects where talent maintenance will be
easily achieved also (Flyvbjerg, 2014). With effective training, DIA projects will have the
capabilities of identifying issues that may come up during the construction process and in the
same line improve the approaches to problem-solving. Through the constant changes in the
construction industry, Continuous Improvement in training the employee will have a significant
impact in the improvement of the DIA projects by creating sustainable approaches that will
enhance more creativity, engagement, and new brand innovation (Jaber et al., 2010).

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Organizational change is another significant factor that should be considered in the
implementation of TQM and Continuous Improvement in DIA project. The approach of the
organizational change in DIA has been mainly contributed by poor planning and management of
the previous projects. Another reason for the requirement of organizational change is to enhance
the management culture and structure thus to be able to implement both of models more
effectively (Clark, Silvester, & Knowles, 2013). This will also allow the management to
strategize on more effective methods that will improve the required engagement between all the
involved stakeholders unlike in the previous project where there is not even any form of evident
consultation of the project from the travelers who use the services offered daily by the airport
(Burghouwt, 2016). The organization cultural improvement will also improve the quality of the
project by eliminating most of the avoidable challenges with also the application of proper risk
assessment techniques. In management structure design, DIA team project should be headed with
a more specialized team. Unlike in the previous DIA project which was headed by Denver city
council, many unprofessional issues can be significantly minimized.
According to Ross (2017), the communication process is one of the main factors that
should be considered in order to have a successful implementation of TQM and Continuous
improvement in the project. With the effective application of both models in the construction
industry, it will significantly help to change the current bad market perception of the entire
industry. Despite various changes done to improve the quality of construction companies, client
engagement and satisfaction is still an issue that continues to negatively reflect on product
development in construction projects i.e. including Australia as a major illustration. All the
participating parties should be able to understand and know the objective and progress of the
project (Imai, 2012). Essentially, through the effective application of continuous improvement

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client and the entire stakeholder team can be ‘empowered’ to have an input in the project
progress and enhancement of quality assurance. In the case of the DIA project, the two main
stakeholders should have been consulted especially in design development of the airport for
efficient operational services. Through the application of TQM and Continuous improvement
model in an organization strategy development, stakeholder engagement will significantly be
enhanced and thus improving the services and products offered by the airport (Clark et al., 2013).
Conclusion
In summary, through the continued industrialization and globalization effect, the change
in the construction industry is considered as one of the fastest growing markets with an increase
in quality demand and expectation from clients. Also, with the increase of competitors in the
construction industry, the application of continuous improvement and TQM model should one of
the key consideration every construction organization and/or project team should be able to
implement. Majorly, this should be mainly emphasized on all management process where unlike
in the current situation where the model application doesn’t go beyond the management level.
Project managers should also focus on creating sustainable engagement between employees and
most importantly client consultation process. With this, contractors must also learn to abide with
project objectives in meeting client needs and on the same time maximizing on product quality
through utilization of continuous improvement model (Agha, 2011).
As per the case study of Denver International Airport project, through the implementation
of the above recommendation and integration of TQM and Continuous improvement model, I
believe the next project will have more promising development outcome. Unlike in the previous
project where most of the mistakes can be considered as reckless, unprofessional, and unethical,
the application of the two models will greatly improve most of the activities and minimizing

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some of the major issues during the project implementation (Agus, 2011). Communication issue
and the decision-making process should be regarded as one of the main priority issues in the
implementation of the models. On the same, TQM and Continuous Improvement approaches are
considered to work effectively with the availability of good participation process, therefore,
stakeholder engagement should the main key feature in any DIA project planning, designing, and
most importantly the implementation process (Lam, O'Donnell, & Robertson, 2015).

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