Quality Outcomes in Dwelling Construction Project Management Report

This report provides a comprehensive analysis of quality outcomes in a dwelling construction project, focusing on the perspectives of various stakeholders including owners, buyers, investors, construction managers, and project managers. It explores the differences in their views on quality, methods for defining and achieving quality criteria across design, construction, and verification phases, and the management actions required to monitor quality. The report further examines the impact of quality outcomes on project planning, control, and human resources, including impact detection and management strategies. It emphasizes the importance of quality control plans, strategic approaches to controlling quality, and the adaptation of human resources to meet quality objectives. The report concludes by highlighting the significance of consistent evaluation and corrective actions to ensure desired project outcomes within allocated time and budget constraints.

Project Management

Table of Contents
Introduction......................................................................................................................................2
Different views of stakeholders.......................................................................................................2
Difference with respect to quality....................................................................................................2
Methods to describe quality criteria................................................................................................2
Management action to monitor quality............................................................................................2
Impact on project planning..............................................................................................................2
Impact detection & its management.............................................................................................2
Impact on Control............................................................................................................................2
Impact detection & its management.............................................................................................2
Impact on human resource...............................................................................................................2
Impact detection & its management.............................................................................................2

Introduction
In this present paper, we will discuss the importance of quality outcomes. The project name is
Dwelling construction. The paper describes the different view of stakeholders in terms of quality
outcome for a project, difference in the views with respect to the quality as outlined in the
component one, methods of quality criteria and use of methods to achieve desired quality,
management action to monitor quality and impact of project planning, control and people
involved and detection of impact with the managing criteria.
The dwelling construction project management involves various activities such as planning,
financing, designing, operating and construction facilities which have a varied point of view in
terms of managing the project. The planning is a main element which helps to complete the
project successfully by explaining the framework of working within a particular time period. The
focus on project management is completely based on the viewpoint of owners rather than
focusing on historical poles. The duration of the project is 24 months. The project life cycle is
used for a constructed faculty. The project has to meet the demand of market according to timely
fashion, quality, and quantities at the respective price. The financing scheme of the project will
be evaluated, and programming of the project is based on the time of its completion with the
respective cash flow.
Different views of stakeholders
The representatives of the project can be called as stakeholders. The stakeholders include project
manager, investors, suppliers, financial firms, buyers, construction manager and others. The first
preference among the stakeholders is given to the buyer who will buy the dwellings. The

construction of a project brings various degrees of deterioration and impact on the development
of local level. The project stakeholders are mainly the various groups who has vested interest in
the project succession and the environment in which the project operates. There is a challenge for
the project manager to build the project according to the concern of stakeholders.
The quality plays an important role with the stakeholders involves in the project lifecycle such as
a sponsor, project managers, and others. The key participant of the project acts as a source of
information which helps to achieve the desired level of quality. The quality is defined as the
conformance to specifications, conformance to requirements, meeting of customers’ expectations
and others. In construction industry is resistant to later its practices, so it is benchmarked
internationally which require a more focused approach to managing the issues related to the
quality. The quality of construction is to meet the requirements of constructor, designer, owner
and regulatory agencies. Following are the different views of stakeholders:
1. Owners
The quality of the outcome is viewed by the owners by delivery the good architecture and
beautiful view of the project.
2. Buyers
The quality of the outcome is viewed by the buyer through the best interior, good
infrastructure, all the amenities, on-time delivery, and prone disaster building.
3. Investors
The quality of the outcome is measured by high return on investment, on time delivery, a
higher price of the project.
4. Construction manager

The construction manager set the parameters by using high quality of raw material, best
infrastructure, on time delivery, and disaster prone area.
5. Project manager
The project manager set the parameters to measure the quality of measure by providing on
time delivery, good infrastructure, the high-quality raw material used, disaster-prone area,
and all amenities.
Difference with respect to quality
The success criteria of quality outcome are to use reliable information system which benefits the
organization through improved effectiveness, and it benefits the stakeholders such as social and
environmental impact. The view of stakeholders towards the quality of a construction project is
different. The quality is measured in component one through user satisfaction which benefits the
organization and customers whereas the construction project quality outcome viewed by
stakeholders through delivery on time, with the beautiful view and good architecture (Atkinson
et al., 1999). The views of every stakeholder are different which benefits the organization by
building the brand's image in the eyes of the consumers and benefits buyer by getting on time
delivery with the superior quality of infrastructure with the necessary amenities. The different
view of stakeholders helps to improve the efficiency and effectiveness of a product life cycle.
Methods to describe quality criteria
The quality criteria are segmented into three phases. The phases are explained below:
1. Design phase

In this phase, the planning, designing, and documentation of the construction are prepared
before starting a project. In the planning stage, all the planning of the project is done from
starting of a project till completion of a project. It is the most crucial stage in which all the
activities are discussed such as procurement of raw material from where at what time and
others. The effective planning helps to achieve the desired quality outcome by selecting the
right raw material, right supplier, and other activities which help to deliver desired quality
outcome. The effective project designing helps to achieve the desired quality outcome
(Kerzner et al., 2013).
2. Construction phase
In this phase, the builder needs to inspect the installation and documentation which is done
by trade contractors. The inspection helps to deliver the desired quality of outcome by
checking the proper installation.
3. Verification phase
In this phase, the audit of a project is done through the third party who is done after the
completion of construction. It helps to check the quality of construction by verifying all the
requirements of the construction with the standard quality. The quality check helps to meet
the desired quality outcomes.
Management action to monitor quality
The quality control is defined as the series of activities which helps to monitor the process of
quality management. It includes the recording of the quality performance of the project which
helps to determine the defects and reason of failures of a project. The management needs to
make the quality management plan which helps to manage the quality of a project. The

components of the quality plan include quality objective, hey deliverables of a project which
help to measure the level of quality, the standard of quality, quality assurance and control
activities, role and responsibilities towards quality, quality tools and plan for reporting the
problems regarding the quality assurance and control of a project. The plan helps to generate the
standard level of quality. The plan ensures the meeting of quality standards, efficient work
process and identification of failures then corrective actions needs to fix the problem. The
management team provides leadership and helps to manage the quality outcome of a project
within the specific period of time within the allocated budget (Walker et al., 2015). The quality
manager assures the quality by preparing day to day activities which comprises of scheduling of
resources, status reporting, team communication and promoting the use of best practices which
helps to achieve the desired quality outcome. The effective management action to monitor the
quality outcome by comparing the actual performance with the standard performance helps to
achieve the desired performance of the project within the respective time and budget.
Impact on project planning
The project planning is the main element which helps to deliver the project successfully. The
planning involves plan-do-check-act cycle which is applicable to the management of a project. In
the stage of the plan, the project scope, objective, stakeholder, request of funds is documented.
Then the project team is formed by recruiting the required human resource, and then the output is
identified with the sequence of tasks which needs to be performed for achieving the desired
outcome. After that, the time lines are compiled, and required resources are identified with their
measurements. In the last stage, the budget is prepared. Then in the stage, the planned
deliverables are produced by implementing the plans. In the third phase, the project is monitored

through the quality check at milestones which helps to measure the quality outcome of the
project (Sallis et al., 2014). It helps to deliver the standard quality outcome. In the last phase, the
results are evaluated which includes a meeting of objectives, team effectiveness and achievement
of outcomes.
Impact detection & its management
The impact of quality outcome is detected in the plan, check and act stages of project planning.
In the planning stage, the quality measurements are identified then in the check stage the quality
of a project is monitored by checking status at designed milestones. In the act stage, results are
evaluated to check the quality outcome standard. The quality of outcome can be improved by
regular evaluation of the performance of a project which helps to take determine the reason for
failures and corrective actions will be taken to fix the problem (Marchewka et al., 2014).
Impact on Control
The quality outcome requires quality control which needs to be evaluated by the quality
management plan. The controlling is the main element which helps to achieve the standard
quality outcome. The project management quality is the sixth sigma which helps to deliver the
successful project. The quality outcome impacts on the control which requires the most strategic
approach to control the quality outcome of a project. The quality manager needs to work more on
the controlling which helps to deliver the standardized quality outcome of a project (Heldman et
al., 2013).

Impact detection & its management
The impact is detected by the more strategic approach to control the quality outcome of a project.
The control is managed through quality control plan which helps to deliver the desired quality
outcome with the allocated budget and within the particular time framework. The controlling is
a very aspect which helps to achieve the desired quality output which needs to be done through
monitoring of the project activities which helps to control the quality of a project.
Impact on human resource
The human resource is the main element which enables to deliver the project successfully. The
human resource needs to develop the new strategies and plan for monitoring the quality of a
project. The human resource continuously evaluates the performance of the project which helps
to deliver the desired quality outcome. The changes will come at an operational level which
needs to be adopted by the human resource for achieving the desired quality outcomes (Haimes
et al., 2015).
Impact detection & its management
The impact is detected by the changes in operating activities which is adopted by the human
resource to achieve the desired quality outcome. The impact of increase in human resource
Work needs to be managed through the recording of task and activities which help to achieve the
desired quality outcome by detecting the failures which need to be fixed by taking corrective
measures. The proper reporting and performance evaluation also help to manage the impact of
the quality outcome on human resource. The quality results need to be evaluated by the human

resource at three stages, namely, designing, construction, and verification which helps to achieve
the desired quality outcome of the project.

References
Atkinson, R. (1999). Project management: cost, time and quality, two best guesses and a
phenomenon, its time to accept other success criteria. International Journal Of Project
Management, 17(6), 337-342. http://dx.doi.org/10.1016/s0263-7863(98)00069-6
Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Walker, A. (2015). Project management in construction. John Wiley & Sons.
Sallis, E. (2014). Total quality management in education. Routledge.
Marchewka, J. T. (2014). Information technology project management. John Wiley & Sons.
Haimes, Y. Y. (2015). Risk modeling, assessment, and management. John Wiley & Sons.
Heldman, K. (2013). PMP: project management professional exam study guide. John Wiley &
Sons.