Fig. 1:
Poor project performance leads towards high costs.
Tab. 1:
Selected attributes for analysis
| Attribute codes | Attributes selected for the study | References |
|---|---|---|
| A1 | Impact of quality on reduction in rework | Doloi et al. (2012) and Arashpour et al. (2014) |
| A2 | Impact of physical environment of the site on the quality performance of project | Aziz and Hafez (2013), Banawi and Bilec (2014) and Sezer and Bröchner (2014) |
| A3 | Impact of quality on project performance | Ikediashi and Ogwueleka (2016), Carvalho and Rabechini (2017), Dabirian et al. (2017) and Nguyen and Watanabe (2017) |
| A4 | Impact of quality on safety | Yuen (2004), Zou et al. (2007), Gatti et al. (2010), Zou et al. (2012) and Pandey et al. (2017) |
| A5 | Impact of continuous improvement in quality management on the performance of the construction project | Howell (1999), Mostafa et al. (2016), Sweis et al. (2016) and Tezel and Aziz (2017) |
| A6 | Impact of competency of a subcontractor on the project performance | Iyer and Jha (2005a), Powl and Skitmore (2005), Bardhan et al. (2007) and Olaniran (2015) |
| A7 | Impact of site management and supervision staff on the project performance | Aje (2012), Salunkhe and Patil (2014) and Karimi et al. (2017) |
| A8 | Impact of effective quality assurance on quality performance of project | Iyer and Jha (2005b), Backes-Gellner and Veen (2009), Vogl and Abdel-Wahab (2015) and Dixit and Saurabh (2019) |
| A9 | Quality increase in labour productivity | Kuykendall (2007), Minde (2012), Nasir et al. (2014) and Poirier (2015) |
| A10 | Impact of quality on cost | Kannan and Tan (2005), Glavan et al. (2009), Aithal (2015) and York Bigazzi and Rouleau (2017) |
| A11 | Role of employee training on quality management and control in construction project | Bertelsen (2004), Doloi et al. (2012) and Mishra et al. (2016) |
| A12 | Impact of organisational culture on the quality performance of the project | Nasirzadeh and Nojedehi (2013), Poirier et al. (2015), Pheng et al. (2016) and Nima (2019) |
| A13 | Impact of an effective safety programme on the quality performance of the project | Zou et al. (2007), Shan et al. (2011) and Chalker and Loosemore (2016) |
| A14 | Impact of quality on profitability | Grau et al. (2009), Oral and Oral (2010) and Chancellor and Lu (2012) |
| A15 | Impact of emphasising quality instead of price in the selection of supplier on the quality performance of the construction project | Xue et al. (2008), Aje (2012), El Refai et al. (2015) and Naganathan et al. (2015) |
| A16 | Impact of management commitment on the quality performance of the project | Ruddock and Ruddock (2009), Arashpour et al. (2014) and Singh et al. (2018) |
| A17 | Competency of the project management team | Abdel-Wahab and Vogl (2011), Ling et al. (2013) and Zhang and Chen (2016) |
Fig. 2:
Cost versus quality level (Barlow 2009).
Tab. 2:
Reliability analysis for the study
| Cronbach’s alpha value | No. of attributes | No. of samples |
|---|---|---|
| 0.816 | 17 | 152 |
Tab. 3:
The impact of quality management system on different aspects of construction project performance
| Attributes code | Total responses | Total score | RII | Variance | Range of validity | Attribute name |
|---|---|---|---|---|---|---|
| A1 | 152 | 637 | 0.85 | 0.12 | 0.78–0.92 | Impact of quality on reduction in rework |
| A3 | 152 | 622 | 0.82 | 0.15 | 0.75–0.89 | Impact of quality on project performance |
| A10 | 152 | 592 | 0.78 | 0.18 | 0.70–0.86 | Impact of quality on cost |
| A4 | 152 | 577 | 0.76 | 0.14 | 0.69–0.83 | Impact of quality on safety |
| A11 | 152 | 570 | 0.75 | 0.17 | 0.67–0.83 | Role of employee training on quality management and control in construction project |
| A12 | 152 | 563 | 0.74 | 0.16 | 0.66–0.82 | Impact of organisational culture on the quality performance of the project |
| A8 | 152 | 539 | 0.71 | 0.13 | 0.64–0.78 | Impact of effective quality assurance on the quality performance of the project |
| A9 | 152 | 538 | 0.71 | 0.15 | 0.63–0.79 | Quality increase labour productivity |
| A15 | 152 | 532 | 0.70 | 0.14 | 0.62–0.78 | Impact of emphasising quality instead of price in the selection of supplier on the quality performance of the construction project |
| A16 | 152 | 524 | 0.69 | 0.16 | 0.61–0.77 | Impact of management commitment on the quality performance of the project |
| A5 | 152 | 516 | 0.68 | 0.17 | 0.60–0.76 | Impact of continuous improvement in quality management on the performance of the construction project |
| A13 | 152 | 509 | 0.67 | 0.15 | 0.60–0.74 | Impact of an effective safety programme on the quality performance of the project |
| A14 | 152 | 509 | 0.67 | 0.18 | 0.59–0.75 | Impact of quality on profitability |
| A2 | 152 | 494 | 0.65 | 0.14 | 0.58–0.72 | Impact of physical environment of the site on the quality performance of the project |
| A6 | 152 | 478 | 0.63 | 0.19 | 0.54–0.72 | Impact of competency of a subcontractor on the project performance |
| A7 | 152 | 471 | 0.62 | 0.13 | 0.55–0.69 | Impact of site management and supervision staff on the project performance |
| A17 | 152 | 467 | 0.62 | 0.15 | 0.54–0.70 | Competency of project management team |
Fig. 3:
Overall contribution of all three attributes.
Fig. 4:
Variation in factor loading on the basis of project quality management factor.
Fig. 5:
Variation in factor loading on the basis of organisation change management.
Fig. 6:
Variation in factor loading on the basis of project site management.