FINAL ONLINE SUMMATIVE ASSESSMENT

PROGRAMME Postgraduate Diploma in Project Management

MODULE Project Quality Management
INTAKE January 2024
DATE 25 November 2024
TOTAL 100
SECTION A [40 MARKS]
Read the article below and answer ALL the questions that follow.
MANAGING QUALITY ON CONSTRUCTION SITES IN SOUTH AFRICA: AN EASTERN CAPE CASE STUDY
In South Africa, construction projects still experience non-conformance to quality requirements as well as cost
and schedule overruns to the detriment of clients. For project success to be attained, conformance to these
parameters is the minimum expectation in the face of other considerations related to client satisfaction. Thus,
through the use of existing literature, and a field study conducted among site management employees working
for general contractors (GCs) in the Eastern Cape province of South Africa, the management of quality on
construction sites was examined. The study that was descriptive in nature shows that lack of skilled general workers
and artisans contribute to poor quality control and management processes; while defects and rework form the main
reason for project quality deviations on the sampled sites. The quality deviations in turn influence the level of cost
and time overrun experienced on construction projects. The study corroborates the literature reviewed in that there
is an interrelationship between cost, quality, and time in South African construction. For example, when the quality of
work is below the required threshold, it leads to cost and time overruns due to rework that requires extra effort
and expense. The value of this explorative study is that both site management and workers should be hands-on
in terms of managing quality on project sites as failure to do so could have a domino effect relative to other project
considerations.

The quest for optimum reputation by a general contractor (GC) in the construction industry demands project
performance considerations that would improve the satisfaction of clients. General contractors (GCs) gain
reputation through fulfilling the needs of clients and the gain of reputation is the major requirement for a GC to
be more competitive in the sector (Ashworth, 2004). The interdependence between the business and project
aspects of construction management has been argued to be crucial in the quest for improved profitability in the sector
(Smallwood, 2006). The interdependence can be gleaned from various construction management related
researched findings from South Africa. Ncwadi and Dangalazana (2006) report that South African construction is faced
with productivity and quality problems. The authors contend that productivity and quality in South Africa has dropped,
while health and safety (H&S) have only marginal improved. As a result, the industry is continuously experiencing
confrontations with regard to dissatisfaction of clients (Ncwadi and Dangalana, 2006). This may suggest that
contractors have realized the importance of H&S in the construction industry, and then started to focus on H&S, at the
expense of other project considerations such as quality. The lack of quality is recognized through non-conformance
of work to the established requirements that is evident when constructed project does not meet client’s needs and
specifications (Battikha, 2002).

Concealed quality related problems such as rework during construction process can be projected to other phases of
the process (Ford and Sterman, 2003). The quality of work is one of the factors that reduces the incidences of rework and
then, determine clients’ satisfaction levels. Client dissatisfactions conversely could lead to a drop in the market share
and profit of the construction firm that is responsible for a project through its implications for productivity (Rivas,
Borcherding, Gonzalez and Alarcon, 2011). Quality deviations affect clients and other members of the supply
chain, especially contractors. This means non-conformances affect the contractor because it yields penalties in the
form of rework, which can significantly reduce productivity (Rivas et al., 2011). Furthermore, this demonstrates
that quality; time, cost, and productivity are always linked together in construction (Battikha,2002). According to
Joubert, Cruywargen and Basson (2005), who cited Grobbelaar (2001) and Ngowi (2001), top management in
construction firms, both in South Africa and Botswana; do not show enough commitment to quality because of a skewed
focus on profit maximization and construction time reduction. In some cases, it might happen that management’s
commitment is not clearly communicated to the workforce of a project in terms of access to the quality policy and goals of
a firm and / or workers are not motivated to deliver work that conforms to requirements (Joubert et al., 2005).

This illustrated scenario contradicts the needs of clients nowadays as they require quality more than price, especially in
the public sector. The analogy means that clients do not necessarily look towards minimizing cost at the expense quality.
To deal with this problem, commitment to quality is the main factor to focus on because management is the one
that has a great influence on what is happening within a project (Rahman, Karim, Danuri and Wen, 2007). The extent
to which management shows involvement and support to applying a total quality management (TQM) system within the
construction project environment is very vital to producing work that conforms to requirements. When the commitment of
management is lacking, quality improvement cannot be implemented adequately and if top management clearly shows
commitment to quality, the employees would logically follow suit (Pheng and Teo, 2004).

The construction industry contributes immensely to the global economy. As a result, there appears to be a relatively
vigorous competition among construction firms for various business reasons. Most firms therefore compete with
their prowess in production efficiency. The quality of site production activities are often taken into consideration in
order to satisfy internal and external stakeholders while building good reputation for the firm. However, the literature is full
of examples of project deviations in the form of non-conformance to quality requirements and other objectives. These
deviations constitute a hindrance to the competitiveness of the firm on one hand, and the entire industry on the other
hand.

Adapted from: Emuze, F and Mhlwa, C (2015), Available

online: https://journals.uj.ac.za/index.php/JCPMI/article/view/89/80

QUESTION 1 [40 MARKS]

1.1 In the article, it is noted that top management in construction firms in South Africa and Botswana often (20 Marks)
lack a sufficient commitment to quality, prioritising profit maximisation and construction time reduction
instead. With reference to relevant quality theories, critically discuss how top management in construction
firms can shift their focus to prioritise and embrace quality. Provide insights from key quality philosophers to
support your discussion.

1.2 With reference to the construction projects discussed in the article, elaborate on the primary causes of (20 Marks)
quality deviations and analyse their effects. Provide a detailed response, incorporating relevant examples to
support your discussion.
SECTION B [60 MARKS]

Answer ANY THREE (3) questions in this section.

QUESTION 2 (20 Marks)

As the project manager responsible for overseeing the reconfiguration of engineering systems for Rain South Africa, you
have identified that the existing processes are leading to quality defects and require improvement. Demonstrate how you
would apply Six Sigma methodologies to enhance these processes, providing relevant examples to illustrate your
approach.

QUESTION 3 (20 Marks)

EThekwini Municipality, a fast-growing urban center, has initiated the Green City Bus Rapid Transport (BRT) Project with
the objective of easing traffic congestion and enhancing public transportation. This project will introduce dedicated bus
lanes along key highways, fifty (50) new environmentally friendly buses, and upgraded bus stations equipped with real-
time passenger information. Keith Xola, the project manager, emphasised in his presentation to the municipal
management that stakeholder satisfaction is the most crucial project quality concept that must be prioritised to ensure
successful project delivery. Do you agree with his perspective? Justify your answer.

QUESTION 4 (20 Marks)

You are a project manager overseeing a team responsible for constructing a new office building for a corporate client. The
project involves various stakeholders, including the client's architecture, finance, and facilities management teams, as
well as external contractors and suppliers providing specialised services. The building aims to enhance the company's
operational efficiency, provide a modern workspace for employees, and attract potential clients. Given the complexity and
significance of the project, you understand the necessity of developing a comprehensive project quality management
plan. Critically discuss the contents and significance of this document.
QUESTION 5 (20 Marks)

In the context of a construction project aimed at developing a new community center, where control quality entails
monitoring and documenting the results of quality management activities to assess performance and ensure that the
project deliverables meet defined standards, examine the outcomes produced by the control quality process.
END OF PAPER