Systems and relationships for construction quality

Barrett, Peter

doi:10.1108/02656710010298409

Cited by 45 publications

(26 citation statements)

References 5 publications

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“…However, defining and measuring satisfaction is infinitely more difficult (Lipovetsky et al:1997, Kärnä:2014. This is because people assess the value of a project's outcomes subjectively , Kärnä:2014, Barrett:2000. These assessments are based on emotional responses derived from the intangible value that project participants have assigned to these outcomes (Sanvido et al:1992, Parfitt andSanvido:1993).…”

Section: Satisfaction (Yin)mentioning

confidence: 99%

Project Management Yinyang: Coupling project success and client satisfaction

Usher¹,

Whitty²

2017

PMRP

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Our research applies paradox theory to a project management construct to help project management researchers and practitioners understand the tensions that can exist between project success and client satisfaction. Our research highlights that although project success and client satisfaction are both present within a project management construct, they also belong to different functional systems. Project success and client satisfaction have different systemic-discourses and use different language games to convey information. These distinctions can create latent and sometimes salient tensions within the project management construct that project managers must understand, embrace, and work with.We have used a Grounded Theory (GT) methodology to explore the lived experience of project managers, and from this have identified a phenomenon which we have termed project management yinyang.Project management yinyang is the state that exists when both project success and Client satisfaction are tightly coupled within the project management construct. Project management yinyang highlights that these two phenomena cannot be viewed as separate elements because the ‘seed’ of each exists within the other. And to truly achieve one, you must also achieve the other.Our findings indicate that in order to create project management yinyang the project manager must embrace a paradoxical yet holistic philosophy. They must understand the complementarity, interdependency, and structural coupling that exists between the positivist and interpretivist paradigms within the project management construct. They must understand how satisfaction (Yin) and success (Yang) are created through focus. Furthermore, they must understand how project management yinyang is separate from, but borne from, the convergence of the other two elements.

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Section: Satisfaction (Yin)mentioning

confidence: 99%

Project Management Yinyang: Coupling project success and client satisfaction

Usher¹,

Whitty²

2017

PMRP

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“…Client contentment in the building manufacturing can be explained as important role a contractor fulfills the client expectation ant the excellence on manufacture project can be accounted as the fulfillment of expectation (Barrett, 2000).The client expectation of manufacture is an occupation of number of factor: the client history or straight knowledge with the contractors, committed, information regarding the service provider and the customer's own requirement. Furthermore client prospects are precious through an outworker advertising performance and representation and the client own asset in the task and the connection.…”

Section: Frameworkmentioning

confidence: 99%

“…He found that contractors pay very little attention to the owners (customers) satisfaction, and that this contributes to poor performance. Barrett (2000) sees that quality in construction can be thought of as the satisfaction of a whole range of performance criteria held by an interacting host of stakeholders and mediated by a range of mechanisms. According to Winch et al(1998) the problem with the existing literature on construction is that it concentrates on the problems of producers instead of providing value for the customer.…”

Section: Literature Reviewmentioning

confidence: 99%

A Review of Customer Satisfaction Factors in Libyan Housing Projects

Shebob¹,

Shah²,

Mhalas³

2013

Journal of Construction Engineering and Project Management

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Customer satisfaction and customer relationship are crucial aspect in any enterprises including housing construction projects. In general, the housing developers are facing a number of new challenges in different countries including Libya. The construction industries/housing developers need to continuously improve their products and services to meet customers' satisfaction desires and to remain in the current competitive market. This paper focuses on analysing the satisfaction factors of customers including qualityaspects of products and services in the construction projects. A framework was developed to evaluate the dynamics relationship between customer satisfaction and quality products or services, aiming to help companies' managers and policy makers to understand the needs and points of view of their customers. Apragmatic analysis was conducted to explore and analyse the customer satisfaction factors in construction industry considering different aspect of customer groups in Libya. Results indicate that there is a high demand of improvements in the contractor's performance in terms of cost, time and quality of products. It was also found that Libyan construction companies have been forced to transform their policies after on Libyan war 2011 to focus on client and customer satisfactory policies, or say centric for the purpose of improving client requirements and turn the business into more advantageous for any company.

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“…Client satisfaction is a key success area and, for example, Barrett (2000) states that client satisfaction is the ultimate measure of construction quality. Client satisfaction could be determined by the extent to which a physical facility (product) and a construction process (service) meet and/or exceed a customer's expectations (Kärnä, 2009).…”

Section: Client and Project Participants' Approachmentioning

confidence: 99%

Benchmarking construction industry, company and project performance by participants’ evaluation

Kärnä

Junnonen

2016

BIJ

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PurposeThe construction industry needs effective methods for gathering and utilizing performance information on industry, company and individual project levels. Such benchmarking (BM) information can be collected from project participants' bi-directional evaluations of each other's performance during construction projects. The purpose of this paper is to present the method and discuss the features of a multi-company project evaluation system as a BM tool. Also the accumulated results, based on the extensive BM database in the Finnish construction industry, are investigated. Design/methodology/approachThe web-based project evaluation tool was established in 2007 as a joint research project between the Helsinki University of Technology, construction organizations and main associations widely representing the construction industry in Finland. The evaluation method is based on soft, subjective measures, such as client satisfaction and project participants' satisfaction. The empirical observations of the study are based on over 5,500 evaluations during which the BM system was used in the Finnish construction industry. FindingsThe use of the evaluation is presented as a multi-level BM tool to evaluate the performance of different discipline groups on project, company and industry levels. The Finnish case shows an example of the industrylevel performance BMs of project consultants, main contractors, sub-contractors and architects/designers. The BM categories include project management, staff, collaboration and project goal accomplishment. According to the results, the participants are satisfied with each other's performance. However, main development targets in the Finnish industry are related to risk management and managing design. Also, the development of subcontractors' selection procedures will contribute to the performance of the industry. Practical implicationsClient satisfaction and project participants' satisfaction have been identified as one of the key factors affecting project success. With the help of mutual project evaluation, different BMs enable organizations to monitor their performance and to improve their operations in various areas. They also make it possible to position an organization's performance in comparison to the competitors and help to perceive black spots in the process on project level. As a common system for the parties in the industry, the project evaluation BM system promotes quality improvement, customer orientation and collaboration between participants. Originality/valueMulti-company project evaluation is a new and promising topic in performance measurement which holds potential for performance improvement through the utilization of network information and team dynamics. The study presents its wider utility as the basis of national, company and project BM.

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Systems and relationships for construction quality

Cited by 45 publications

References 5 publications

Project Management Yinyang: Coupling project success and client satisfaction

Project Management Yinyang: Coupling project success and client satisfaction

A Review of Customer Satisfaction Factors in Libyan Housing Projects

Benchmarking construction industry, company and project performance by participants’ evaluation

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