Cook, E L (1997) Integration of total quality management with a project management approach for capital projects. PhD thesis, Texas A&M University, USA.
Abstract
Models have been developed to implement Total Quality Management (TQM) in the internal operations of companies in the engineering and construction (E&C) industry. These models have helped companies achieve improvements in their internal operations. E&C companies would like to achieve the same benefits in their capital projects they have achieved using TQM in their internal operations. However, these models are not directly applicable to capital projects. This study developed and validated a model to integrate the principles and concepts of TQM with a project management approach for planning and executing capital projects in the industrial construction industry. The proposed implementation model was based on the premise of integrating TQM with a project-management approach that identifies specific phases in the sequential development of capital projects. The model prescribes a four-step deployment plan where each step parallels a project development phase. The study was conducted in two phases. In Phase 1, the project TQM implementation model from an owner's perspective was developed. The major steps involved were a literature review of project management approaches, TQM theories and the fundamentals of TQM, and existing E&C TQM models. A case study involving the application of TQM on a major construction project was also undertaken in Phase 1. In Phase 2, the project TQM implementation model was validated. This was accomplished using the Policy Delphi method. Three rounds of questionnaires were sent to a panel composed of E&C industry professionals representing owners, contractors, design/engineers, and management consultants. The responses from the panel indicated the proposed model was valid, with some minor revisions. Key findings include (1) TQM should begin early in project development; (2) forty-seven activities were identified as essential for implementing the study model; (3) the activities are grouped into four steps and each step should be performed in sequence beginning in the project's concept/feasibility development phase; and (4) the majority of the activities to implement the TQM model are commenced during the preliminary engineering phase. The adoption of this model to formulate a project TQM implementation approach can lead to the continuous improvement of critical project processes, more cost-effective projects, and increasingly satisfied project participants.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Thesis advisor: | Anderson, S D |
| Uncontrolled Keywords: | case study; continuous improvement; integration; owner; policy; quality management; total quality management |
| Index terms: | construction project, integration, questionnaire, literature review, total quality management, project development, quality management, industrial construction, implementation, project management, capital project, continuous improvement, engineer, owner, Delphi method, case study |
| Subjects: | organizational analysis, sociology, project management theory and practice, performance measurement, data analysis and analytics, evaluation methods, project delivery, profession, data collection methods, quality assurance, building construction, production management, contractual arrangements, strategic project management |
| Topics: | Stakeholder Management, Roles and Professions, Research Practice, Organizational Design, Procurement, Engineering Principles, Project Management, Quality Management |
| Descriptive scope: | 4 PCEA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here