1Background to Research
Construction projects are characterised as being highly complex and technical, with changing client requirements (Othman et al., 2020). Furthermore, the performance of construction projects is measured using various performance standards, which include rate of deterioration, climate, maintenance, cost and time overruns, and quality performance (Demirkesen & Ozorhon, 2017; Unegbu et al., 2020). Lalmi et al. (2021) define project management as the application of knowledge, tools, skills, and techniques in project activities in order to achieve the project requirements. The management of projects involves key processes, which include project initiation, project planning, project execution, and project monitoring and control (Freitas et al., 2020; Ciric et al., 2019). Notably, construction management focuses on the successful execution of complex and capital projects and involves planning, scheduling, monitoring and control, quality control and quality assurance, human resource management, material and equipment management, and safety and environmental protection (Goel et al., 2019; Naticchia et al., 2019). Examining the scope of construction management, it is evident that the application of management practices in construction projects influences the efficiency and quality execution of projects.
The lean philosophy originates from the Japanese manufacturing techniques applied as a benchmark for producers. The lean philosophy was initially applied in the manufacturing sector for the design of a production system (Jing et al., 2020). However, the principles founding the philosophy have been widely applied in different industries, including the construction one, and they are based on waste reduction, value effective communication, flexibility, punctuality, continuous improvement, efficient use of resources, and maintenance of quality (Veres, 2020). According to Xing et al. (2021), the lean construction approach extends from the principles of lean production systems and focuses on the minimisation of waste and maximisation of value through the application of specific techniques applied in a new project delivery process. Further, Aureliano et al. (2019) argue that the efficiency of labour in the construction sector has not improved compared to other sectors, such as the manufacturing industry, which has made significant advancements in ensuring labour efficiency. Moreover, Nowotarski et al. (2016) report that labour and demographic shifts within the global economy have reduced the labour availability in the construction sector and increased its relative costs, consequently triggering the need for increased labour efficiency and better-regulated utilisation of resources.
1.2 Research Question, Aims(s) & Objectives
In project management, the iron triangle refers to the three aspects of a project which include time, cost, and quality. Notably, Lalmi et al. (2021) assert that project managers mainly focus on the achievement of time and cost limits of projects, and as such, overlook the quality aspect. Moreover, Oke et al. (2017) report that project quality is the key measure of project performance. Oke et al. (2017) examined the factors affecting the quality performance of construction projects and found that inadequate knowledge and training, and skills of project managers and the supervisory team contribute to poor site management and supervision and consequently the failure of construction projects to meet the quality standards. Therefore, the research question for this study reads as follows:
How do managerial inadequacies undermine the quality of construction projects?
The aim of the research is to assess the factors the influence time delays, cost overruns and poor-quality performance of construction projects. The research objectives are outlined below:
i. To examine the managerial input in the execution of construction projects.
ii. To investigate the environmental risks that affect construction project initiation, progress and completion.
iii. To explore a quality-focused and cost-effective approach to the management of construction projects.
iv. To examine the challenges in the execution of quality construction projects.
v. To develop recommendations for providing effective construction project processes.
1.3 Justification for Research
Construction project management focuses on ensuring the project activities from the initiation to the project delivery phases are completed within the clients’ time and budget requirements. Despite the increased focus on time and cost performance of construction projects, it is important to note that quality is a critical element for the customer. In addition, Anees et al. (2016) argue that construction projects have a specific set of constraints such as time and cost, which trigger the need for knowledge in modern construction management practices. Notably, Stanitsas et al. (2021) assert that for projects to be completed within the specific time frame and budget limits, it is necessary for the project managers to have adequate knowledge of the design and sustainability of the construction process. According to Uygun and Dede (2016), the increased material costs, financial challenges being faced by construction companies, and the focus on the efficient utilisation of accessible assets influence the choices affecting development venture forms since the acceptable cost contribution to materials is estimated at 65% of the total project cost. Therefore, project managers often focus on ensuring the efficient use of materials and assets to meet the cost contribution at the expense of ensuring the project quality delivery. Furthermore, Oke et al. (2017) argue that despite the achievement of time and cost performance in projects, projects fail to meet the quality standards due to the inadequate knowledge, training, and skills among the management team. Therefore, it is necessary to examine how managerial inadequacies with regard to communication, project planning, quality management, and competency influence the construction project’s quality. The study findings seek to contribute to the improvement in the sustainability performance of the construction industry by providing recommendations on how to improve the construction manager’s knowledge and expertise in lean construction and construction quality management.
Type of services: Dissertation services
Type of assignment: Dissertation
Pages / words: 14/3800
Number of sources: 50
Academic level: Master’s
Paper format: APA
Line Spacing: Double
Language style: UK English