qm to project learning
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Managing Delay and ProjectManaging Delay and Project
Learning to Improve ProjectLearning to Improve ProjectQualityQuality
----Critical Points for Success in Construction
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Delay Issues in the International Construction IndustryDelay Issues in the International Construction Industry
great deal of information concerned !ith project delay and great deal of information concerned !ith project delay and
overruns may "e found in the literature as sho!n in #a"le $% Itoverruns may "e found in the literature as sho!n in #a"le $% Itis important to predict and identify the pro"lems in the earlyis important to predict and identify the pro"lems in the early
stages of construction and diagnose the cause to find andstages of construction and diagnose the cause to find and
implement the most appropriate and economical solutionsimplement the most appropriate and economical solutions
&"dul-'ahman ( )era!i* +,,+"%&"dul-'ahman ( )era!i* +,,+"%
Source: Abdul-Rahman (2008), Project International 2008, Kuala Lumur!
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
Delay Issues in the International Construction IndustryDelay Issues in the International Construction Industry
Country 'esearcher 1ear .vidence of Delays
2igeria a)Aibinu " #a$boro 2002 •%acin$ a major critici&m due to the $ro'in$ rate o%dela& in roject delier•roject& are accelerated or duration e*tended beondthe &cheduled comletion date
a)+deina " u&i% .// •&een out o% ten roject& &ureed &u%%ered dela& intheir e*ecution
a)Ajanleoo ./8 •er%ormance o% the con&truction indu&tr in term& o%time 'a& oor
Saudi ra"ia a) Al-Khalil " Al-1ha%l ./// •$oernment authoritie& %ace a &eriou& roblem o%len$th dela& in ublic roject&
b) Al-1ha%l .// •accordin$ to the contractor&, 34 o% all roject& inSaudi Arabia 'ere &ubject to dela•an aera$e time oerrun o% 3/4 o% the ori$inal roject
duration
c) A&&a% " Al-5ejji 2006 •onl 304 o% con&truction roject& 'ere comleted 'ithinthe &cheduled comletion date&•aera$e time oerrun 'a& bet'een .04 and 304
d) Al-Sultan ./8/ •&ureed time er%ormance o% di%%erent te o% ublicroject&•04 o% ublic roject& e*erienced time oerrun
e) 7ain Al-Abedien ./83 •04 o% the roject& undertaen b the ini&tr o%5ou&in$ and Public 9or& in #eddah 'ere &ubject to
dela
able . In%ormation ;oncerned 'ith Project
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
Delay Issues in the International Construction IndustryDelay Issues in the International Construction Industry
able . In%ormation ;oncerned 'ith Project •onl one-ei$hth o% buildin$ contract& 'erecomleted 'ithin the &cheduled comletion date&
•aera$e time& oerrun e*ceeded >04
4hana a) ?rimon$ et al. 2003 •&tud on $round'ater roject& indicated that 33out o% a total o% > roject& comleted bet'een./0 and ./// 'ere delaed 'hile 38 roject&'ere oerrun&•4 o% the roject& e*ceeded the ori$inalroject &chedule and co&t 'herea& onl 24'ere comleted 'ithin the bud$et and on time
#hailand a) +$unlana " Promunton$ .//6 •the boom in con&truction 'a& unanticiated•man roject& e*erienced dela& and therebe*ceeded initial time and co&t e&timate&
Singapore a) ;lou$h " Sear& .//> •ariation& in dra'in$& and contract document&u&uall lead to a chan$e in contract rice orcontract &chedule•con&truction roject& ma %ace ariation& thatcould cau&e dela in the roject comletion time
continued3continued3
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
Delay Issues in the International Construction IndustryDelay Issues in the International Construction Industry
able . In%ormation ;oncerned 'ith Project
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%$ .ngineering Faculty )uilding6%$ .ngineering Faculty )uilding
>!.!. Project !.!. Project
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%$ .ngineering Faculty )uilding6%$ .ngineering Faculty )uilding
>!.!2 Summar o% ?indin$&>!.!2 Summar o% ?indin$&
he roject comri&e& the con&truction and comletion o% a o'er and
a Laborator =loc&! he te o% contract u&ed 'a& de&i$n " build,
ne$otiated and lum &um contract! he commi&&ionin$ o% the roject
comri&ed o% t'o ha&e& the main bloc 'a& handed oer %ir&t! 9henthe con&tructed buildin$ 'a& %ull handed oer, the client ha& not $ot
the buildin$ lan aroed, let alone the certi%icate o% %itne&& due to
the contractorB& %ailure to meet the re@uirement& o% the local authorit
(Abdul-Rahman, =era'i, et al !, 2006)!
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%+ #he La! Faculty )uilding6%+ #he La! Faculty )uilding
>!2!. Project !2!. Project
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%+ #he La! Faculty )uilding6%+ #he La! Faculty )uilding
>!2!2>!2!2 Summar o% ?indin$&
he roblem& &tarted 'hen the end u&er be$an to chan$e the &coe o%roject t'ice durin$ con&truction o% the roject! he main contractorB&
to mana$ement did not contribute much in &ite meetin$& and 'ere
not inoled 'ith the rojectB& roblem &olin$! he architect %or the
roject 'a& o% the oinion the main cau&e %or dela 'a& due to the
main contractorB& %inancial roblem, oor mana$ement and
er%ormance, and &horta$e o% &illed 'orer&! he client later realiCedthat the contractor 'a& handlin$ more than %ie roject& at the &ame
time! Sub&e@uentl, the e*tra 'or& re@ue&ted hae a%%ected the
oerall ro$ram and &chedule robabl due to ca&h%lo' roblem&
(Abdul-Rahman, =era'i, et al !, 2006)!
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%7 Chemistry and )iochemistry )uilding* Faculty of Science6%7 Chemistry and )iochemistry )uilding* Faculty of Science
>!3!.>!3!. Project
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f Delay Issues In #he Malaysian Construction Industry
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%7 Chemistry and )iochemistry )uilding* Faculty of Science6%7 Chemistry and )iochemistry )uilding* Faculty of Science
>!3!2 Summar o% ?indin$&>!3!2 Summar o% ?indin$&
he contractor encountered roblem 'ith the @ualit o% ciil and &tructural (;"S)
de&i$n! he e%%ect& o% oor @ualit de&i$n are crac& on main beam& - the
crac& on the %ir&t %loor beam& 'ere detected durin$ the comletion o% the
uer %loor& (roo% beam&, 'ater tan leel& and araet 'all&)! he cracin$
on main beam& 'a& the major roblem& the contractor dealt 'ith! =e&ide&
that, there 'a& dela due to minor roblem in the initial con&truction &ta$e
becau&e the &ulier o% micro ile& 'a& too &eci%ic! Aart %rom thi&, &erice&ba %or laborator benche& 'ere not roided in the %loor %or ea&e o%
maintenance! he head room (%loor to ceilin$ hei$ht) 'a& lo' comared to the
client&B re@uirement due to oor coordination bet'een the ;"S and "D
en$ineer&! ?urthermore, column& aear in the middle o% &ome o% the lecturer&
room&! he recti%ication 'or& increa&ed the time and co&t o% the roject b 6
month& and R3million, re&ectiel!
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f a Successful Project "y a Malaysia Contractor
6% n ./ample of a Successful Project "y a Malaysian Contractor6% n ./ample of a Successful Project "y a Malaysian Contractor
-- Some Lessons Learned - Case Studies-- Some Lessons Learned - Case Studies
6%6 #he )ahrain International Circuit &)IC6%6 #he )ahrain International Circuit &)IC
>!>!. Project !>!. Project
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f a Successful Project "y a Malaysia Contractor
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%6 #he )ahrain International Circuit &)IC6%6 #he )ahrain International Circuit &)IC
>!>!2 Summar o% ?indin$&>!>!2 Summar o% ?indin$&
8C# and its joint venture partner* Ce"arco )ahrain &Ce"arco* a local )ahrain
construction company in completed a prominent and demanding internationalproject 9 the )IC project% #o the surprise of many* the )IC project !as completed
earlier than the original re:uired completion date% #he achievement of the joint
venture contractor to complete the project on time and according to the rigid
re:uirements of the F$ organi;er has promoted the identity* image and reputation
of 8C# and Ce"arco not only in )ahrain "ut also in the surrounding region%
#hrough the joint venture company* 8C# and Ce"arco shared specific "usiness
o"jectives for the )IC project "y<
a Ma/imi;ing the effectiveness of co-operation and mutual trust=
" Developing a !in-!in culture=
c 'educing the overall project cost* reducing the project time and ensuring the
utmost :uality and safety=
d 'educing the administrative cost=
e .liminating contractual conflict through less adversarial relationships= andf 'educing errors
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f a Successful Project "y a Malaysia Contractor
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%6 #he )ahrain International Circuit &)IC6%6 #he )ahrain International Circuit &)IC
>!>!3 !>!3
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f a Successful Project "y a Malaysia Contractor
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%6 #he )ahrain International Circuit &)IC6%6 #he )ahrain International Circuit &)IC
>!>!> ?actor& %or Succe&&%ul ;on&truction Project Per%ormance>!>!> ?actor& %or Succe&&%ul ;on&truction Project Per%ormance
= in&tillin$ an e%%icient control mechani&m in monitorin$ the roject,
9; 'a& be able to monitor the ro$re&& o% roject accordin$ to the
redetermined lan and adat &uitabl to the &ituation! 5o'eer,interrelated %actor& need to be re&ent in order %or a roject
accomli&hment!
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f a Successful Project "y a Malaysia Contractor
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%6 #he )ahrain International Circuit &)IC6%6 #he )ahrain International Circuit &)IC
>!>!> ?actor& %or Succe&&%ul ;on&truction Project Per%ormance>!>!> ?actor& %or Succe&&%ul ;on&truction Project Per%ormance
continue3continue3
?rom the &tart o% the =I; roject, the ;ontractor ha& identi%ied / %actor&
%or &ucce&&%ul con&truction er%ormance:
a) D*cellent team'or bet'een all artie&
b) D*erience o% the roject team and con&ultant&
c) 1ood %inancial conditiond) Plannin$ and control &&tem
e) Reali&tic and de%inite &et o% $oal&
%) ;ommunication throu$hout the roject
$) Su%%icient comletion time
h) ;lientB& characteri&tic
i) Project characteri&ticGnature
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
./amples 0f a Successful Project "y a Malaysia Contractor
6% Some Lessons Learned - Case Studies6% Some Lessons Learned - Case Studies
6%6 #he )ahrain International Circuit &)IC6%6 #he )ahrain International Circuit &)IC
>!>! ;ritical ?actor& %or the =ahrain ?. ;ircuit>!>! ;ritical ?actor& %or the =ahrain ?. ;ircuit
9hether it i& a tan$ible or intan$ible return that the coman or enture&
are looin$ %or, all %actor& are o%ten interrelated and their combination
lead& to the &ucce&& or %ailure o% a joint enture!
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
Delay prevention and delay mitigation contri"ute the similar aims inDelay prevention and delay mitigation contri"ute the similar aims inthe construction* those are to minimi;e the loss* damages andthe construction* those are to minimi;e the loss* damages and
others negative impacts cause "y delay events% #o improve theothers negative impacts cause "y delay events% #o improve the
schedule performance in the future* the construction practitionersschedule performance in the future* the construction practitioners
need to understand* adapt and evolve in the >no!ledge-economyneed to understand* adapt and evolve in the >no!ledge-economy
age% )y achieving it* a fe! aspects that need to ta>e a deepage% )y achieving it* a fe! aspects that need to ta>e a deep
consideration "y the industry* namely
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
Future Directions< re 8e Measured @p #o #he 2e! ChallengesAFuture Directions< re 8e Measured @p #o #he 2e! ChallengesA
Principal Points in Developing Delay Mitigation ModelPrincipal Points in Developing Delay Mitigation Model
?i$ure . di&la& the rincial oint& o% deeloin$ dela miti$ation model!
he rincial oint& como&ed o% mana$ement a&ect&, chan$e& need&,
the oerridin$ human %actor and the Plan-
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Development of a )asic Integrated Delay Mitigation Model
I2DIBID@LI2DIBID@L
C0MPL.#I02C0MPL.#I02C02S#'@C#I02C02S#'@C#I02
S#4.S#4.
P'.C02S#'@C#I02P'.C02S#'@C#I02
S#4.S#4.S#'#S#'#
#.C2IQ@.#.C2IQ@.
F0'M ( @S.F0'M ( @S.
C0MP0SI#.C0MP0SI#.
E208L.D4.E208L.D4.
H ;han$e the culture o% late amentH Imlement or$aniCational chan$e
H ;han$e the culture o% late amentH Imlement or$aniCational chan$e
H =uild u a cro&&-di&ciline cooerationH ;ultiate no'led$e &harin$ culture o% bad and $ood ractice& at the roject leelH Dliminate them and u&B attitude
H =uild u a cro&&-di&ciline cooerationH ;ultiate no'led$e &harin$ culture o% bad and $ood ractice& at the roject leelH Dliminate them and u&B attitude
P'05.C# #.MP'05.C# #.M
H D&tabli&h a &&tematic indiidual time mana$ementH ;ommit to learn
H D&tabli&h a &&tematic indiidual time mana$ementH ;ommit to learn
Practise project management
techni:ues and tools
For example:
ASAP approach;
Critical path method;
Pareto analysis;
Work breakdown system;
Project management sotware system
Practise project management
techni:ues and tools
For example:
ASAP approach;
Critical path method;
Pareto analysis;
Work breakdown system;
Project management sotware system
Integrate learning* >no!ledge
and delay management
!mplementing the
integrated management approach thro"gho"t
the project period#
Integrate learning* >no!ledge
and delay management
!mplementing the
integrated management approach thro"gho"t
the project period#
Document filing systemDocument filing system
Disseminate to project-related partiesDisseminate to project-related parties
0'42IS#I020'42IS#I02
Filtering the lesson learned
Filtering the lesson learned
C0MM@2IC#I02C0MM@2IC#I02
C 0MM @2I C # I 02
C 0MM @2I C # I 02
“ “ Top of role played by organizations, projects and individual” Top of role played by organizations, projects and individual”
Figure + )asic Integrated Delay Mitigation Models
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Development of a )asic Integrated Delay Mitigation Model
#he integrated delay mitigation model sho!n in the previous#he integrated delay mitigation model sho!n in the previous
Figure &Figure + is generated "ased on the four &6 principalFigure &Figure + is generated "ased on the four &6 principal
points of developing a delay mitigation model as discussed in thepoints of developing a delay mitigation model as discussed in the
previous section%previous section%
t the "ottom of the Figure +* top of role and action to "e playedt the "ottom of the Figure +* top of role and action to "e played
"y the organi;ations* project team and individual are specified to"y the organi;ations* project team and individual are specified to
mitigate the delay events%mitigate the delay events%
In the model* the composite >no!ledge is the different "odies ofIn the model* the composite >no!ledge is the different "odies of
>no!ledge "eing com"ined to achieve the "est outcome at any>no!ledge "eing com"ined to achieve the "est outcome at anygiven time a decision or action is done% diagrammaticgiven time a decision or action is done% diagrammatic
representation of composite >no!ledge is sho!n ne/t%representation of composite >no!ledge is sho!n ne/t%
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Development of a )asic Integrated Delay Mitigation Model
Figure 7 Composite Eno!ledge
Etc.
Professional
ethnics
Financial
and risk
management
Time
management
techniques
Human
resource
Technical
know how
Technical
know who
Estalish
core !alues
in "ro#ects
Team
uilding and
teamwork Creati!it$
%egotiation
skills
Communica&
tion skill
'nal$tical
thinking
(ecision
making
models
Pro#ect
management
techniques
Pro#ect
management
"rinci"les
CO)POS*TE
+%O,-E(E
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
Conceptual Frame!or> of the Delay Mitigation Model @sing aConceptual Frame!or> of the Delay Mitigation Model @sing aProject Learning pproachProject Learning pproach
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
Phase /0
+nowledge identification
Phase 10
+nowledge e2"loitation
Phase 30
+nowledge sharing4 creation4
and integration
Phase 50
+nowledge storage
Project stages Preconstruction and construction stage Construction stage Near the project completion stage
Enablers Continuous individual commitment, continuous top
management commitment, continuous inductive
environment, continuous human network, continuous
open communication, teamwork, equity
Continuous individual
commitment, continuous top
management commitment,
continuous inductive environment,
continuous human network,
continuous open communication,
active and opportune eed!ack
Continuous individual
commitment, continuous top
management commitment,
openness
Barriers Poor commitment, adversarial relationship,
individualism, discrimination
Poor commitment, poor teamwork
and lack o o!servance
Discontinuous commitment,
conceal
"dentiy critical or high potential types o delay
or each activity
#uantiy project
activities into several
milestones
$%plore activity
knowledge
&ormal project learning
process
Documentation and
making decision
Comprehensive
consideration'
Lesson learned eed!ack
loop
"mplement action and
inormal project learning
Continue implement
action and inormal
project learning
(tore knowledge and
lesson learned
&ilter knowledge and
lesson learned
Compile knowledge and
lesson learned
"dentiy time goal or
each milestones
)es
No
*o to Phase +
)es
$nd o the
project'
No
ny potential
or delay
events')es
No
Figure 7 Delay Mitigation Model @sing Project Learning pproachFigure 7 Delay Mitigation Model @sing Project Learning pproach
Q
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
Processes of Delay Mitigation ModelProcesses of Delay Mitigation Model
he roo&ed model con&i&t& o% %our (>) main ha&e&! Dach ha&e
contain& enabler& and barrier& o% roject learnin$ 'hich hae been
accumulated and $athered %rom the data collection! he %our ha&e&
are:
Phase 1: Knowledge identification
Phase : Knowledge sharing, creation and integration
Phase !: Knowledge e"ploitation
Phase #: Knowledge storage
F Q lit M t t P j t L i
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
8hat 2e/tA8hat 2e/tA
1$ %odel develop&ent
.!. ;omari&on to Some D*i&tin$
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
8hat 2e/tA8hat 2e/tA
1$ %odel develop&ent
.!2 heoretical Per&ectie& o% the =
&vi&vi >no!ledge e/change protocol= and>no!ledge e/change protocol= and
&vii&vii !e"-"ased tools%!e"-"ased tools%
F Q lit M t t P j t L iF Q lit M t t P j t L i
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
8hat 2e/tA8hat 2e/tA
$ ' Proposed (ontinuous Project )earning %odel ?i$ure > rere&ent& the ei$ht (8) ha&e& o% the roo&ed continuou& roject
learnin$ model durin$ re-con&truction &ta$e!
2! Identi% learnin$
$oal&
.! Identi% a &ubject
matter
3! Identi% no'led$e
&ource
>! Kno'led$e &harin$
process
! Kno'led$e
alication
6! Kno'led$e %ilter and
&tora$e
! Kno'led$e
di&&emination, retriee
and udate
8! Le&&on learned
lina$e
Figure 6 Continuous Project Learning ModelFigure 6 Continuous Project Learning Model
F Q lit M t t P j t L iF Q lit M t t P j t L i
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
Discussion on the Proposed Project Learning Model Discussion on the Proposed Project Learning Model
Re&ult& %rom a &ure illu&trate that the roo&ed model tend& to be moreRe&ult& %rom a &ure illu&trate that the roo&ed model tend& to be more
caable to enhance learnin$, no'led$e &harin$ and indiidualcaable to enhance learnin$, no'led$e &harin$ and indiidual
no'led$e &eein$ in the con&truction indu&tr! hu&, it i& e*ected thatno'led$e &eein$ in the con&truction indu&tr! hu&, it i& e*ected that
the alication o% the roo&ed model durin$ the re-con&truction &ta$ethe alication o% the roo&ed model durin$ the re-con&truction &ta$e
i& caable to enhance the alue o% con&truction roject& in term& o% time,i& caable to enhance the alue o% con&truction roject& in term& o% time,
co&t or @ualit!co&t or @ualit!
F Q lit M t t P j t L iF Q lit M t t P j t L i
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Future Prospect for Mitigation of Delay
Discussion of the Proposed Project Learning ModelDiscussion of the Proposed Project Learning Model
he &tren$th o% the roo&ed model i& that it %ocu&e& on rojecthe &tren$th o% the roo&ed model i& that it %ocu&e& on rojectno'led$e and continuou& collectie learnin$ in 'hich both element&no'led$e and continuou& collectie learnin$ in 'hich both element&
are critical in enhancin$ the alue o% the con&truction roject&! 9hile,are critical in enhancin$ the alue o% the con&truction roject&! 9hile,
the otential &hortcomin$& o% thi& model are that it i& built on anthe otential &hortcomin$& o% thi& model are that it i& built on an
unroed remi&e, the model &eem& to be &uitable %or moderate lar$eunroed remi&e, the model &eem& to be &uitable %or moderate lar$e
and comle* con&truction roject& in enhancin$ the alue o%and comle* con&truction roject& in enhancin$ the alue o%
con&truction!con&truction!
F Q lit M t t P j t L iFrom Quality Management to Project Learning
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
summary of Critical Points for Success in Construction
A%ter hain$ re&ented a ariet o% &ub-theme& in thi& lecture, let me tr to A%ter hain$ re&ented a ariet o% &ub-theme& in thi& lecture, let me tr to
&ummari&e the main theme& %or the bene%it o% %ello' audience! he main&ummari&e the main theme& %or the bene%it o% %ello' audience! he maini&&ue& that need to be addre&&ed b olic maer& and ractitioner& toi&&ue& that need to be addre&&ed b olic maer& and ractitioner& to
&ucceed in con&truction include:&ucceed in con&truction include:
$%$% #he need to re-loo> at the incapacities of e/isting :uality#he need to re-loo> at the incapacities of e/isting :uality
management approaches and pro"a"ly the need for a radicalmanagement approaches and pro"a"ly the need for a radical
change in ho! :uality is managed in its totality in construction%change in ho! :uality is managed in its totality in construction%
+%+% @nderstanding the implications of poor :uality in terms of :uality@nderstanding the implications of poor :uality in terms of :ualitycost and the need for more proactive prevention efforts%cost and the need for more proactive prevention efforts%
7%7% #he different needs in managing :uality at the different stage of#he different needs in managing :uality at the different stage of
construction* !ith a focus on the pre-design and theconstruction* !ith a focus on the pre-design and the
commissioning stages%commissioning stages%
6%6% ppreciating the impact of :uality failures on the society and theppreciating the impact of :uality failures on the society and the
construction industry%construction industry%%% @nderstanding the "enefits of and applying "asic >no!ledge@nderstanding the "enefits of and applying "asic >no!ledge
management in construction%management in construction%
G%G% ppreciating the importance of institutionalised project learning%ppreciating the importance of institutionalised project learning%
H%H% 4oing "ac> to "asics "y o"serving strictly the 4ood Project4oing "ac> to "asics "y o"serving strictly the 4ood Project
Management Practices and the need to develop high cali"reManagement Practices and the need to develop high cali"re
construction !or> force%construction !or> force%
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Conclusions
he title o% thi& lecture i& J%rom @ualit mana$ement to roject learnin$ Mhe title o% thi& lecture i& J%rom @ualit mana$ement to roject learnin$ M
critical oint& %or &ucce&& in con&truction! he %ir&t art o% the lecturecritical oint& %or &ucce&& in con&truction! he %ir&t art o% the lecture
adocate& the u&e o% @ualit mana$ement throu$hout con&truction!adocate& the u&e o% @ualit mana$ement throu$hout con&truction!
he concet o% @ualit co&t and the imortance o% tracin$ @ualit co&the concet o% @ualit co&t and the imortance o% tracin$ @ualit co&t
o% %ailure are then hi$hli$hted! Re&ult& o% &tudie& on @ualito% %ailure are then hi$hli$hted! Re&ult& o% &tudie& on @ualit
mana$ement in de&i$n and build roject& and durin$ themana$ement in de&i$n and build roject& and durin$ the
commi&&ionin$ &ta$e o% roject& re&ented &ho' the imortance o%commi&&ionin$ &ta$e o% roject& re&ented &ho' the imortance o%
@ualit mana$ement and the ne$atie imact& o% %ailure in @ualit!@ualit mana$ement and the ne$atie imact& o% %ailure in @ualit!
;a&e &tudie& that looed into the %actor& roject %ailure& and &ucce&&;a&e &tudie& that looed into the %actor& roject %ailure& and &ucce&&
'ere re&ented to roide an in&i$ht into the critical i&&ue& that need'ere re&ented to roide an in&i$ht into the critical i&&ue& that need
to be reco$niCed, learned and ut to ractice!to be reco$niCed, learned and ut to ractice!
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From Quality Management to Project LearningFrom Quality Management to Project Learning ----Critical Points for Success in Construction
Conclusions
;ertain %uturi&tic demand& that can in%luence the &ucce&& o% con&truction;ertain %uturi&tic demand& that can in%luence the &ucce&& o% con&truction
%irm& 'ere al&o re&ented! +ne o% the mo&t imortant criteria %or%irm& 'ere al&o re&ented! +ne o% the mo&t imortant criteria %or
&ucce&& i& the abilit o% con&truction %irm& to meet &tricter re@uirement&&ucce&& i& the abilit o% con&truction %irm& to meet &tricter re@uirement&%rom the client& and end-u&er&! =e$innin$ 'ith &tudie& into ho'%rom the client& and end-u&er&! =e$innin$ 'ith &tudie& into ho'
no'led$e mana$ement can imroe roject er%ormance, the authorno'led$e mana$ement can imroe roject er%ormance, the author
eentuall recommend& the e*ten&ie u&e o% no'led$e mana$ement ineentuall recommend& the e*ten&ie u&e o% no'led$e mana$ement in
con&truction roject& throu$h a roject learnin$ model! Althou$h thecon&truction roject& throu$h a roject learnin$ model! Althou$h the
model i& more aroriate %or lar$e con&truction out%it&, &mallermodel i& more aroriate %or lar$e con&truction out%it&, &maller
comanie& can ea&il al the concet& to imroe their er%ormancecomanie& can ea&il al the concet& to imroe their er%ormancein con&truction! Project learnin$ remain& to be a mere no'led$ein con&truction! Project learnin$ remain& to be a mere no'led$e
mana$ement tool and cannot increa&e roductiit and imroe @ualitmana$ement tool and cannot increa&e roductiit and imroe @ualit
unle&& the no'led$e i& actuall ut to ractice 'ith &incerit andunle&& the no'led$e i& actuall ut to ractice 'ith &incerit and
commitment ju&t lie i% @ualit mana$ement i& to be &ucce&&%ul!commitment ju&t lie i% @ualit mana$ement i& to be &ucce&&%ul!
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han ou
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