IMPACT OF PROJECT QUALITY MANAGEMENT ON THE PERFORMANCE

OF RESIDENTIAL ESTATES IN NORTH-CENTRAL NIGERIA

BY

MOHAMMED, BELLO MOHAMMED

MTECH/SEMT/2017/7613

DEPARTMENT OF PROJECT MANAGEMENT

SCHOOL OF ENTREPRENEURSHIP AND MANAGEMENT TECHNOLOGY
FEDERAL UNIVERSITY OF TECHNOLOGY MINNA

AUGUST, 2021
i
IMPACT OF PROJECT QUALITY MANAGEMENT ON THE PERFORMANCE
OF RESIDENTIAL ESTATES IN NORTH-CENTRAL NIGERIA

BY

MOHAMMED, BELLO MOHAMMED

MTECH/SEMT/2017/7613

THESIS SUBMITTED TO THE POSTGRADUATE SCHOOL,

FEDERAL UNIVERSITY OF TECHNOLOGY, MINNA, NIGERIA, IN
PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE
AWARD OF THE DEGREE OF MASTER OF TECHNOLOGY IN
PROJECT MANAGEMENT

AUGUST, 2021

ii
 ABSTRACT

Great expense of time, money and resources, both human and material, are wasted each year
because of inefficient quality management procedures. This has led to poor quality output
which is evidenced most times by late delivery of projects to clients, cost overrun of project,
poor workmanship. This study examines the role of project quality management on the
performance of residential buildings in North-Central Nigeria. It examines factors that
influences resident’s satisfaction of selected residential estates; determine quality cost that
contributes to performance of residential estates; examine quality management practices of
selected residential estate and develop a quality management model for sustainable
performance of residential estates in North-Central Nigeria. Quantitative data was collected
from building professionals from Real Estate Development Association of Nigeria and
occupants of selected estates at selected study areas in North-Central Nigeria. Data collected
were subjected to statistical analysis using SPSS 23.0. Structural Equation Modeling (SEM)
was used to test the hypotheses in this study. The results show coefficient of determination
(R Square) of 0.944, 0.93, 0.982 and 0.846 for sustainable performance, quality cost, quality
management practice and sustainable quality management model latent variables
respectively for residential estates in North-Central Nigeria, viz: This means that sustainable
performance of residential estates in North-Central Nigeria moderately explain 94.4% effect
on all variables. Quality cost together explains 93.12% effect of all variables. Quality
management practices explains 93.1% variance effect, while Sustainable quality
management model factor explains 84.6% variance effect. The study recommends proper
quality conformity analysis should be periodically carried out for sustainable performance of
residential estates.

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 TABLE OF CONTENT

Contents Pages
Title I
Declaration III
Certification IV
Dedication V
Acknowledgement VI
Abstract VII

1.0 CHAPTER ONE: INTRODUCTION 1

1.1 Background of the Study 1
1.2 Statement of Research Problem 2
1.3 Aim and Objectives of the study 4
1.3.1 Aim 4
1.3.2 Objective 4
1.4 Research Questions 4
1.5 Statement of Hypothesis 4
1.6 Justification of the Study 5
1.7 Scope of the Study 6
1.8 The Study Area 7
1.8.1 Federal Capital Territory 8
1.8.2 Nassarawa State 9
1.8.3 Niger State 11
1.8.4 Kogi state 12

CHAPTER TWO: LITERATURE REVIEW 15

2.1 Conceptual Review 15
2.1.1 The Concept of Project Quality Management 15
2.1.2 The Practice of Quality Management 16
2.1.3 Application of Quality Management Systems in the Construction Industry 19

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2.1.4 Concept of building performance 20
2.1.5 Benchmarks for building performance 20
2.1.6 Quality Assurance and Quality Control 25
2.1.7 ISO 9000 Series 27
2.1.7 Total Quality Management Factors 28
2.1.8 Management and Leadership 30
2.1.9 Employee Training on Quality 31
2.1.10 Teamwork Among Professionals 33
2.1.11 Quality Management in Nigeria 34
2.2 Theoretical Review 36
2.2.1 Quality Improvement Theory 38
2.2.2 Theory of Constraints 40
2.2.3 Resource-Based View Framework 41
2.2.4 Deming’s Theory to TQM 43
2.2.5 Juran’s and Gryna Theory to TQM 45
2.2.6 Crosby’s theory to TQM 49
2.2.7 Ishikawa’s Theory to TQM 50
2.3 Conceptual Model of Quality Management on Performance of
Residential estates 51
2.4 Empirical Reviews on Impact of Quality Management on
Organizational Performance 51

CHAPTER THREE: MATERIALS AND METHOD 56

3.1 Research Design 56
3.2 Population of Study 56
3.3 Sample Size 57
3.5 Method of Data Collection 58
3.5.1 Primary Data: 58
3.5.2 Secondary Data 59
3.6 Data Collection Procedures 59
3.6.1 Questionnaires 60

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3.7 Method of Data Presentation and Analysis 60

CHAPTER FOUR: RESULTS AND DISCUSSION 64

4.1 Introduction 64
4.2 Socio – Economic Characteristics of Respondents 65
4.3 Research Constructs and Measures under Focus 69
4.4 Test of Research Hypothesis 73
4.5 Inner model path coefficient sizes and significance 76
4.6 Coefficient of determination (R Square) between latent variables 84
4.7 Research Hypothesis 3 (Ho3) 88
4.8 Research Hypothesis 4(Ho4) 93

CHAPTER FIVE: CONCLUSION AND RECOMMENDATIONS 102

5.1Conclusion 102
5.2 Recommendations 104
5.3 Need for further studies 104
5.4 Contribution to knowledge 105
REFERENCE 106
APPENDIXES 113
LIST OF TABLES
Table Pages
2.1 Evolution of Quality movement in Construction 20
2.2 Universal processes for managing Quality 47
2.3 Summary of literature review and knowledge gaps 52
3.1 Number of firms registered with REDAN in selected states of
North-central Nigeria 60
4.1 Number of Questionnaire administered and retrieved for the study 65
4.2 Respondents Gender and Educational Information 63
4.3 Respondents Job specialization 66
4.4 Contract procurement system adopted on housing scheme 67
4.5 Respondents work experience 67

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4.6 Duration of involvement of respondent’s organization/firm in housing
Projects 68
4.7 Response on number of housing units handled by respondents 69
4.8 Results showing loading, Cronbach’s alpha, composite reliability
and average variance 71
4.9 Loading of factors associated with Residents satisfaction 72
4.10 Total indirect effect associated with resident’s satisfaction 74
4.11 Bootstrapped total effect on latent variables associated with quality cost 78
4.12 Loading effect of quality cost factors on quality cost 80
4.13 Specific indirect effect of quality management practice on variable 84
4.14 Spatial least square prediction of quality management practice factor 85
4.15 Specific indirect effect of sustainable quality management model factor 87
4.16 Partial least square prediction value for sustainable quality
management factors 89
4.17 Sustainable quality management model factor classification 90
4.18 Factors that determines sustainable quality management model 92
4.19 Project Quality Management Model developed by this study 94

LIST OF FIGURES
Figures Pages
1.1 Map of Nigeria showing Study Area 8
1.2 Federal Capital Territory (FCT) and its Neighborhood 9
1.3 Map of Lafia in Nasarawa State 10
1.4 Map of Niger state 12
1.5 The study area (Lokoja city, Nigeria) 14
2.1 Performance concept in building 22
2.2 Typical benchmark process 26
2.3 Effective ISO 9001 Quality management system 30
2.4 Total Quality management in construction process 31
2.5 Conceptual model 51

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4.1 Structural Path Model for Research Constructs 71
4.4 Research Construct model showing outer loadings 72
4.5 Bootstrapping research construct measurement of research hypothesis 76
4.6 Research construct measurement of research hypothesis (Ho1) showing
total factor effects 78
4.7 Bootstrapping research construct measurement of research hypothesis 82
4.8 Coefficient of determination (R Square) between latent variables 83
4.9 f square value of latent variable 84
4.10 Showing path construct measurement of research hypothesis (Ho3) 87
4.11 Showing bootstrapped construct measurement of research
hypothesis (Ho3) 88
4.12 Showing path coefficient of quality management practice on other
latent variables 89
4.13 Bootstrapped path relationship of research construct measure on
hypothesis 93
4.14 Consistent algorithm path relationship of variable construct measure
on hypothesis (Ho4) 98

viii
 CHAPTER ONE

1.0 INTRODUCTION

1.1 Background to the Study

Buildings are required to provide shelter, comfort, and safety for its occupants. Hence, to

attain these purposes buildings are designed, planned, constructed and managed according to

certain codes and regulations, governed by experts and government bodies (Amasuomo, et

al., 2017). The success of any building project could be measured in terms of performance,

aesthetics, stability, cost and duration (Ogundipe et al., 2018a). According to the authors, the

quest for project delivery can be best achieved with adequate design and quality of

supervision exercised at planning and production stage. These can be linked to the quality

appearance and usefulness of what has been built, the duration observed to build it and the

cost of the project. However, Aoieong et al. (2002) maintained that quality in construction

projects could be expressed as the complete nature and outcome of building production

process with emphases on meeting and fulfilling the expected standard. Heravitorbati et al.

(2011) described quality and success in construction projects as the fulfillment of expectation

of project participants.

Building performance is not limited to energy conservation, life cycle costing, and the

functionality of buildings. It also needs to focus on users’ perspectives on buildings. Ilesanmi

(2010) pointed that evaluation by the actual users of a building is important for improving

design quality and studies by Ferreira and Cardoso (2014); Ackley et al. (2017) supported

that evaluation by the actual users of a building is crucial since people spend up to 90% of

their time inside buildings where they work, study or live in.

1
In general, satisfaction is a cognitive or subjective evaluation of the performance of products

or services in meeting the needs and expectations of users or customers (Hanif et al., 2010).

Sholanke et al. (2015) pointed that some problems that affect operative service delivery have

to do with construction process and material procurement and also maintained that

application of low quality of building materials and poor design contributed to buildings

collapse experienced from time to time in developing nations. Ogunde et al. (2017) posited

that construction projects could experience low quality of finished job, project elongation,

disputes, delay payment and poor project delivery due to shortage of skilled workers.

Ogundipe et al., (2018b) argued that lack of safety knowledge of workers during their

apprenticeship could negatively impact their skills and response to safety practices on sites.

Dimension tolerance is another major problem affecting the procurement and performance

of building materials, because materials such as blocks, bricks, reinforcement bars, plumbing

pipes and prefab concrete vary in lengths, diameters, strength and sizes (Kim, 2015; Joshua

et al., 2018; Ajao et al., 2018). Wordsworth, (2001) pointed that the condition and quality of

buildings in which people live, work and learn reflects a nation’s well-being.

Therefore, this study examines quality management as a tool for residential building

performance in North-Central Nigeria to improve the quality of building construction in the

country and promote sustainability.

1.2 Statement of Research Problem

A great expense of time, money, human and material resources are wasted each year because

of inefficient quality management procedures. Arditi and Gunaydin (1997) pointed that

acceptable levels of quality in the construction industry has long been a problem. The last

2
thirty years have also observed groundbreaking studies on improving quality performance of

construction projects (CII, 2015). Lee and Arditi (2006) emphasized that the management of

quality is an important issue in the delivery of construction projects. Delgado-Hernandez &

Aspinwall, (2008) reported that the construction industry in the UK has begun to take up the

challenge of quality issues; as a result, companies have won repeat business, increased their

market shares and improved their customer satisfaction levels. In the case of Nigeria

construction industry, poor quality was traced to the period of oil boom which according to

Wahab (1977) heralded a period when too many jobs were chasing a few competent

contractors. Onwusonye (2007) noted that public procurement in Nigeria, in the recent past,

lacked transparency, with inflated contract cost, use of processes that were discretionary and

abuse of public power. The conceptual oil boom and reconstruction after the civil war created

a construction boom where demand far exceeded supply. This led to the emergence of

contractors with very limited, if any, ability to manage construction.

Aside from the boom, the climate of corruption in the country gave rise to poor-quality

construction, the scarcity of materials also made most contractors employ any kind of

materials just to finish the project on time. This has led to poor quality output which is

evidenced most times by late delivery of projects to clients, cost overrun of project, poor

workmanship. Oke and AbiolaFalemu (2009) revealed that the quality of materials and

workmanship in Nigeria building industry is not satisfactory and that the problem lies in the

use of inappropriate materials supplied to site and inefficient supervision of workmen. This

study therefore focuses on evaluating quality management and residents’ satisfaction as a

tool for residential building performance in North-Central, Nigeria to provide adequate data,

promote the quality of building construction in the polity.

3
1.3 Aim and Objectives of the Study
1.3.1 Aim

The aim of this study is to examine the effects of project quality management on the

performance of residential buildings in North-Central Nigeria.

1.3.2 Objectives

The specific objectives of this study are:

i. To examine factors that influences resident’s satisfaction of selected residential
estates in North-central Nigeria.
ii. To determine how quality cost contributes to performance of residential estates in
North-central Nigeria.
iii. To examine quality management practices of selected residential estate in North-
central Nigeria.
iv. To develop a quality management model for sustainable performance of residential
estates in North-central Nigeria.

1.4 Research Questions

1. What are factors that influences resident’s satisfaction at selected residential estates in
North-central Nigeria central Nigeria?
2. How do quality costs contribute to performance of residential estates in North-central
Nigeria?
3. What are the Quality Management practices of residential estate developers in North-
central Nigeria?
4. How can Quality Management practices sustain performance of residential estates in
North-central Nigeria?

4
1.5 Statement of Hypothesis

The following hypotheses will be tested during the research.

Ho1: The identified factors have no significance on resident’s satisfaction at selected
residential estates in North-central Nigeria.
Ho2: There are no cost of quality that contribute to performance of residential estates in
North-central Nigeria
Ho3: There is no significant relationship between quality management practices used by
residential estates developers and performance of residential estates in North-central Nigeria
Ho4: sustainable quality management model has no significant on performance of residential
estates in North-central Nigeria.

1.6 Justification of The Study

Most of the evaluation research in architecture and housing fall into three environmental

dimensions: the physical, the social and the socio-physical environments. In all cases, the

assumption is that residents judge the adequacy or habitability of their environments based

on predefined standards of quality. Some studies evaluate cognitive responses to the physical

environment, focusing on issues such as the perceived quality of buildings and environmental

quality (Kane et al., 2000; Fornara et al., 2006), but this study looks into occupants’

satisfaction index and building feature that best provide maximum performance.

Historically, building performance was evaluated in an informal manner, and the lessons

learned were applied in subsequent building cycles of similar building types (Preiser, 2002).

Although informal, subjective evaluations of the built environment have been conducted

throughout history, systematic evaluations, employing explicitly stated performance criteria

with which performance measures of buildings are compared, but recently a significant

increase in the scope, number, complexity and magnitude of evaluation studies and

5
publications, with developments such as: the use of multiple buildings for data collection and

comparative analysis; the use of multi-method approaches to building evaluation; the

investigation of a comprehensive set of environmental factors have been captured in most

the recent studies (Kane et al., 2000; Fornara et al., 2006), this necessitates the study as it

intends to capture this gap.

Firstly, the study will provide information and feedback to the architect and the construction

company responsible for the design of the building environment. This can lead to improved

building design and can influence and change the roles of professionals involved in a building

project so that flaws in design or construction-related mistakes are not repeated. Secondly,

the study is capable of empowering end-users through post-occupancy evaluation occupants

help to provide benchmarks and contribute towards research on architecture and buildings to

show how the end product (the building design and its management) will meet the needs of

the occupants. Finally, the study will access the performance of project management as a tool

for effective building performance based on physical, technical and functional performance

Also, the study provides feedback to the project managers and the construction company

responsible for the design of the residential buildings. This will aid in improving building

design and influence the roles of professionals involved in a building project so that flaws in

design or construction-related mistakes are not repeated. The study will also empower end-

users as through post-occupancy evaluation, occupants help to provide benchmarks and

contribute towards research on project management to show how the buildings will meet the

needs of the occupants.

6
1.7 Scope of the Study

The study will be carried out in North-central Region of Nigeria. The research deal with the

role of quality management on the performance of residential buildings, it will focus on four

out of the six States in North-central Nigeria, the States to be cover are: Niger, Nassarawa,

Kogi and FCT. In Niger State it will cover Mohammed Inuwa housing estates in Minna, In

Nassarawa it will cover DallatuTafida Housing Estate in Lafia, in Kogi it will cover Adam

Kolo housing estate in Lokoja while in Abuja it will cover Lugbe Housing Estate. The content

of this study is limited to the specific quality management performance practices developers

adopt to improve performance in the selected residential estates.

1.8 The Study Area

North-Central geopolitical zone of Nigeria consists of six States which include: Benue, Kogi,

Kwara, Nasarawa, Niger, Plateau States and the Federal Capital Territory, Abuja as shown

in Figure 1.1. However, four States in North-Central geopolitical zone of Nigeria were

selected namely: Niger, Nassarawa, Kogi and the Federal Capital Territory, Abuja making it

four selected study areas. Niger State is the largest state in Nigeria with Minna as the capital

city. Other major cities in Niger state are Bida, Kontagora, and Suleja. It was formed in 1976

when the then North-Western State was bifurcated into Niger State and Sokoto State. Kogi

is a state popularly called the Confluence State because of the confluence of River Niger and

River Benue at its capital, Lokoja, which is the first administrative capital of modern-day

Nigeria. Nasarawa is a state in north-central zone of Nigeria with Lafia been its capital. Abuja

is the capital city of Nigeria located in the centre of the country within the Federal Capital

7
Territory (FCT). It is a planned city and was built mainly in the 1980s, replacing the country's

most populous city of Lagos as the capital on 12 December 1991.The study area was selected

to represent the general characteristics of the zone in line with established statistical

principles.

Figure 1.1: Map of Nigeria Showing Study Area

Source: Federal Ministry of Land and Housing, (2019)

1.8.1 Federal Capital Territory (FCT)

The Federal Capital Territory (FCT) is situated at the heart of the country; as such it can be

easily accessed from every part of Nigeria as shown in Figure 1.2. The FCT area was created

out of Niger, Kogi and the present day Nasarawa states and covers a total land mass of about

8
8,000 square kilometers. The FCT is divided into area councils and presently has 6 area

councils which include Abuja the Federal Capital City of Nigeria which has become a

popular and adopted name for the Federal Capital Territory (FCT) as a whole. Also, Abuja

has over a hundred registered estate firms which represent over 10% of total registered firms

in the 36 states of Nigeria (NIESV, 2013). The headquarters of the regulatory authorities of

the practice of real estate valuation’s headquarters are as well situated within FCT, Abuja.

Abuja, the Federal Capital Territory is on the longitude 60 44’ to 70 37’ E and latitude 80 23’

to 90 28’ N. it was created under past federal military government of Nigeria. In 1976 FCT

was carved out from part Nassarawa Niger and Kogi states in the central part of the country.

The city is confined by a monolith rock called Aso Rock, and the city experiences two annual

climatic conditions a year; the raining and the dry seasons. The city is located at sub region

of Guinea Forest-Savanna of West Africa. The landscape is the city is characterized with

plain, gullies and rough terrain. The major gullies and rough terrain is found around Gwagwa

plains where the pitches of rain forest occurrence are predominant. The annual range of

rainfall is 127.3mm-118.5mm with average temperature ranges between 21.20 C to 31.90C.

9
Figure 1.2: Federal Capital Territory (FCT) and its Neighborhoods
Source: FCDA (2019).

1.8.2 Nasarawa State

The location of Nasarawa State in Nigeria coordinates are: 8o 32’ N 8o 18’E / 8.533oN

8.300oE. It has a total area of 27, 117 km2 (10,470 sqm), a population of 2,040,097 people

(2006 National Population Commission) and a density of75 km2 (190/ sqm). General Murtala

Mohammed created more states and these LGAs were put in Plateau state with Jos as the

capital. General Babangida’s regime created eleven more states in 1991 as defined in the

1979 constitution. General Abacha’s regime set up a committee for creation of more states,

which approved Nasarawa state out of Plateau state on October 1st 1996 with the capital at

Lafia. Nasarawa State is one of the 36 States of Nigeria (See Figure 1.3). Created in 1996

and covers a total land area of 27,290km2 it has a population of over two million people

(2006National Census). It is predominantly rural with agriculture as its main economic base.

Its proximity to Nigeria’s Capital Territory and City of Abuja has a lot of impact on its

people, economy and landscape (Nasarawa State Geographic Information System, 2012).
10
 LEGEND
Post Off
LG Hea
LG Bou
Road

Figure1.3: Map of Lafia in Nasarawa State

Source: Nasarawa Ministry of Land and Housing (2019)

11
1.8.3 Niger State

Minna Township is the capital of Niger state and comprises Chanchaga and Bosso Local

Government Councils. It occupies a total land area about 6,784 square kilometres. It is

located on Latitude 9 37' North and 6 33' East as shown in Figure 1.4. The Mean annual

rainfall is 1334mm with September recording the highest rain of 3300mm. The town enjoys

a typical climate of middle belt zones of Nigeria. The rainy season lasts between 190-200

days; starting on an average from 11th -20th of Aprils. The mean monthly temperature is

highest in March at 37 c and lowest in August at 25 c. Moreover, Niger state covers a total

land area of about 76,469.903 square kilometers which representing about 8% of the Nigeria

land mass, and about 85% is arable. It also records a distinct wet and dry season; the

minimum temperature is within December and January while the maximum is within March

and June.

12
Figure 1.4: Map of Niger State
Source: NIGIS, 2019

1.8.4 Kogi state (Lokoja in particular)

Lokoja, the study area is located between latitude 7o45´27.56´N and 6o41´55.64´E longitude

7o51´04.34´´N and 6o45´36.58´´E, with a total land area of 29,833km2 (Figure 1.5). It shares

political boundaries with Niger, Kwara, Nassarawa States respectively and the Federal

Capital Territory to the North; Benue State to the East; Adavi and Okehi Local Government

Areas by the South and Kabba Bunu (LGA) by West (Oyebanji, 2012). It is popularly called

the confluence state because of the confluence of River Niger and River Benue at its capital.

13
Lokoja is the first administrative capital of modern-day Nigeria (Ojo, 2014). The bigger

rivers have wide flood plains such as the portion of the lower Niger in Kogi state,

which is more than 1,600 metres wide at Lokoja, while the small streams have narrow

valleys. The general relief is undulating and characterized by high hills. The Niger-Benue

trough is a Y-shaped lowland area which divides the sub-humid zone into three parts. The

land rises from about 300 meters along the Niger - Benue Confluence, gradually reaching up

to 600 meters above the sea level in the uplands. Lokoja is drained by Rivers Niger and Benue

and their tributaries. It has been deeply dissected by erosion into tabular hills separated by

river valleys. The flood plains of the Niger and Benue river valleys at Lokoja, is made up of

hydromorphic soils which is a mixture of coarse alluvial and colloidal deposits. The alluvial

soils along the valleys of the rivers are sandy, while the adjoining lateritic soils are deeply

weathered and grey or reddish in colour. The soils are generally characterized by a sandy

surface horizon overlying a weakly structured clay accumulation.

14
Figure 1.5. The Study Area (Lokoja city, Nigeria)
Source: Kogi State Ministry of Land and Housing with Authors Modification, 2019

Kogi state is surrounded by many other states which are; Abuja to the north, Nasarawa state

at the north-east, Benue state at the south, Enugu state at the Southeast, Anambra state at the

south, Edo state at the Southwest, Ondo and Ekiti at the West, Niger state at the North and

Kwara at the North-west. Kogi state has 21 Local Government Areas and they are; Adavi,

Ajaokuta, Ankpa, Bassa, Dekina,Ibaji, Idah, Igalamela- Odolu, Ijumu, Kabba/Bunu, Kogi,

Lokoja, Mopa-Muro, Ofu, Ogori/ Mango, Okechi, Okene, Okmaboro, Omala, Yagba East

, Yagba West.

15
 CHAPTER TWO
2.0 LITERATURE REVIEW

2.1 Conceptual Review

2.1.1 The Concept of Project Quality Management

Quality management generally is a method that ensures that an organisation is involved in

producing high quality outcomes in everything they do. Willar (2012) stated that earlier

researches into quality for construction did not give a clear-cut definition of the subject

matter. However, according to American Society of Civil Engineering (2005) quality refers

as meeting the legal, aesthetic and functional requirements of a project. These requirements

may be simple or complex, or they may be stated in terms of the result required or as a

detailed description of what is to be done.

This research identified sections of quality management mainly from TQM and ISO 9001

standards, including the challenges or factors affecting quality management and quality

improvement practices in the global construction industry.

For construction projects, quality management means making sure things are done according

to the plans, specifications, and permit requirements. The days of embarking on projects

which usually involve huge funds without due diligence and proper regulation seem to be

over, making it imperative that communities get the most out of their infrastructure projects

(Arditi, 2004). Gunaydin (1997) opined that one of the best ways to assure good construction

projects is to use an inspector. The first step an inspector should take is to become familiar

with the plans, specification, and permit requirements and, equally important, to ensure

quality control during all construction phases needs to be better, and the utility system needs

16
to know what is being installed while the work is being done. On most construction jobs, the

inspection is one of the last things to be done if it gets done at all.

2.1.2 The Practice of Project Quality Management

The American Society for Quality Control characterizes quality as "the aggregate

components and attributes of an item or administration made or performed to fulfill clients‟

needs at the period of buying and during utilization" Talha (2004).

Quality management on the other hand, can be defined as a managerial approach geared

towards in cooperating inherent managerial tendencies of planning, control and

improvement. Manufacturing-based definition positions quality management as design

activities and manufacturing practices aimed at enhancing product quality. The ISO 9000

defines quality management as the set coordinated activities directing and controlling an

organization’s quality projections. The activities encapsulate quality planning, quality

control, quality improvement and quality assurance.

Value is defined as identifying the client’s wants and their fulfillment. Numerous

associations have concentrated on quality and diminished their expenses to increase

consumer loyalty e.g. Toyota in Japan, Samsung in South Korea. As indicated by Foster,

(2001) and Maguad, (2006) accomplishing consumer loyalty relies on upon not just how well

and how closely quality activities in the few areas of the association work exclusively but

also on how well they cooperate. As indicated by Kusaba (1995) quality alludes to the diverse

workmanship of different exercises. Thus, every business or movement has a varied meaning

of value, for instance in sales the term quality is more centered around the client, while in

17
manufacturing, the term quality is more centered around the production procedure, and in

development, quality alludes to both services provided and outputs.

Quality is dictated by the client and the marketplace and incorporates all the items

characteristics. Quality incorporates everything that the customer expects and requires and

is persistently evolving. The definition considered the clients who direct the quality, and

alterable as indicated by client necessities. Mukherjee (2006) shows that quality fulfills three

F's-Fit, Form and Function. This is a customary meaning of value is essentially bound to an

item fulfilling the requirement for the required measurements, fitment, required frame and

feel. The item ought to likewise have the capacity to satisfy the capacities fancied to be

performed by the item. Quality is more than an instrument or issue used to increase upper

hand for organizations since it involves survival. In this way, the greater part of the quality

ideas specified above concentrate on giving an item that fulfills and address the client’s

issues. Quality is subsequently to a great degree essential for the associations to guarantee

that they have conveyed their items or administrations as indicated by the client desires and

necessities (Muchemu, 2008).

In addition, every individual has his or her own idea of value and it is extremely hard to give

particular definition for quality, yet there is most likely and everybody can concur that,

quality is flawlessness through control, precision, and fulfillment in work.

The philosophy of quality management has identified its key drivers as the vehicle to

achieving manufacturing excellence within an organization. Quality management is aimed

at elimination of error and waste in the manufacturing environment by get things right the

first time through mechanisms such as continuous improvement, statistical measurement and

having a mentality of zero defect (Lindsay and Evans, 2007). In the manufacturing scene,

the definition of quality differs from that of the service industry. Manufacturing
18
organizations produce tangible products that can be seen, touched as well as directly

measured. This means that quality in the manufacturing firms has a focus most of the time

on tangible product features. According to Moore (2012) the most common definition of

quality in manufacturing is on conformance. Conformance is defined as the degree to which

the characteristics of a product meet standards that have been preset. Quality in the

manufacturing scene is also defined in terms of performance, reliability, the features,

durability and serviceability.

Altiok (2012) argues that one cannot inspect quality into a product. A product will remain in

the same quality it was produced during inspection no matter how many inspections are done;

it will remain unchanged. The delivering of quality for optimal performance in an

organization is integral and involves also practices that prevent failure from occurring and

hazardous that would jeopardize performance. Muchemu (2008) posited that the benefits of

quality in a manufacturing organization can only be underscored by the pattern of spread and

through quality initiatives. Through quality management, there are two purposes that are

achieved in a manufacturing setting. Firstly, the present situation is well known preferably

through a recent study that was done based on past development. Secondly, the focus is

additionally on future areas of concentration.

Quality concepts have been identified empirically to spread unevenly in the functional areas

of an organization states (Crosby, 1979). The questions that are considered include: which

are the functional areas that have the highest spread and why? What implications are created

by the uneven spread of quality concepts in an organization? When answers are gotten to

such questions, the management of an organization is able to frame and come up with quality

management strategies. In a manufacturing setting, at its early stages of development, the

19
concentration on quality is in functional areas that will bring about the highest benefits and

profits (Zabel and Avery, 2002).

This area is mostly in operations/manufacturing and product design. As an organization

grows in time, quality initiatives spread to other functional areas such as services, sales,

marketing and administration. In sum, the incremental benefits of quality initiatives should

be planned for implemented at all the stages of growth for an organization to achieve optimal

performance.

2.1.3 Application of Quality Management Systems in the Construction Industry

Some of the recognized quality management standards include; The ISO9000 series, Total

Quality Management, Quality Control, Quality Assurance, Malcolm Baldridge (MB)

standard and BS 5750 of the British Standard Institute (BSI), European Construction Institute

(ECI) which produced the (ECI) Matrix in 1993 (Kado, 2011).

According to the ASCE manual (2012) the primary purpose of codes and standards is to

protect the public's health and safety, compliance with codes and standards should be an issue

addressed early in the design phase. Without early identification of the appropriate codes and

standards, reworking plans and specifications can result in considerable cost and delay. The

design professional must be knowledgeable about the provisions of codes and standards

before starting the design process because the building codes directly control the minimum

standards of many components of a building project, and are responsible for much of the

finished product quality. Kubal (1994) claims that regulations controlling the construction

processes are much more restrictive than in most manufacturing and service industries.

(Stasiowski and Burstein, 1994) underline that quality design begins with sound engineering

20
and scientific principles which must satisfy the criteria of applicable codes and standards, but

also the owner's project requirements. Codes and standards refer to the minimum criteria.

Owners, however, may have certain requirements.

Table: 2.1 Shows the gradual evolution and metamorphosis of quality improvement which

have been catalogued by various authors and researchers over the years.

Table 2.1: Evolution of Quality Movement in Construction

Duration Quality Systems

Pre – 1900 Quality as in integral element of craftsmanship

1900 – 1920 Quality Control by Foremen

1920 – 1940 Inspection-based Quality Control

1940 – 1960 Statistical Control

1960 – 1980 Quality Assurance and Total Quality Control

1980 – 1990 Total Quality Management (TQM)

1990 – 2000 TQM and Culture of continuous improvement

2000 – Present Organisation-wide Quality Management

Source: Abdul-Aziz, (2002)

2.1.4 Concept of building performance

Building performance is a complex evaluation system for global building quality. The

process goes through estimating of user’s satisfaction for essential quality demands towards

a diagnose that should be used to improve buildings quality and to draw new levels of

performance for further building design. In order to improve the complex and the objective

21
process of user’s level of satisfaction assessment for each quality need are to be used a mix

between subjective methods- statistical analysis for users demands- and objective one’s

simulations, mathematical calculus, PC aided programs. The final scopes of this concept are

to constantly improve interior environment, a major defining characteristic for building

system.

Traditional aspect of performance is linked to noise control, fire-safety, thermal efficiency,

interior air quality, space safety, and so on.

To estimate how well a building will behave on holistic terms and on long term the Total

Building Performance seams to become more important.

This goal can be realized by applying the right building solutions even from design stage a

correct using of the construction throughout life cycling by assuring optimal condition for

interior comfort, by cutting-off pollutants and continuously monitoring indoor air quality,

monitoring the structural elements behavior and this impact on interior and exterior space

quality. Buildings are, in an incipient level of definition, systems that creates protected

environment controlling temperature, humidity, light and ventilation needed to sustain

human life and productivity. Multiple ways of understanding the possible ways of

interpretation are developed inside the more important idea of estimating building's success.

The field spread out from the basic and cynical financial ones until functional and esthetical

criteria. The act of assessing inside the more general process of performance measure and

comparing with estimated performance criteria leads to conclusion about the level of

performance a building has achieved. Recommendations, aside with their estimations, are to

be used as future directions for similar building performances (Figure 2.1).

22
Figure 2.1: Performance Concept in Building
Source: Akingbade, (2015)

Objective goals in building performance evaluation is directly influenced by the level of

precision in user’s satisfaction level assessment. This process can be realized on many

different ways with minor differences among them, as proved by tradition. Building systems

are exponentially developing as well as users’ requirements, together with technological and

social evolution, proving that coordinating this system becomes complex on a daily base.

The defined criteria are: a) Spatial Comfort (SC); b) Indoor Air Quality (IAQ); c) Visual

Comfort (VC); d) Thermal Comfort (TC); e) Acoustical Comfort (AC); f) Structural Integrity

(SI). The last process is to integrate user requirements levels of satisfaction in different modes

into TBP using mathematical formulas, quality function deployment (QFD), or adding

satisfaction levels multiplied by weight factors determined by specialists. The final score can

be presented as percentage from the maximum level expected from an idealistic situation for

need obtained from users. This can be helpful to compare two buildings, to improve future

design process and to identify objectives to be increased for the same building types. The

23
analysis is to be done in a holistic mode, integrating any domain involved alongside the

connection between them.

Through quality management (QM), an organizational strategy can be adopted that leads to

improvement of product and service quality (Moore, 2012). QM over the years has been sold

as a commodity and remedy that can solve a lot of organizational problems which include

high performance in a firm. Through the contingency theory in contrast to this, which is all

about “no one best way” asserts that high performance comes about as a result of the

alignment between organization systems/processes and implicating context factors. Most

studies indicate a positive relationship between QM and performance while some studies

indicate a negative relationship (Mohanty, 2008). Thus, organizational performance refers to

how effectively and efficiently manufacturing firms are conducting their activities so as to

achieve optimal productivity (Rajab, 2014).

In the manufacturing sector, the measure of performance is in the form of different metrics

such as schedule performance. Further on, performance can also be measured through the

use of measurement systems that are implemented in production plants and service delivery

(Hoyle, 2007). The implementation of systems gives the organization the ability to keep track

of business progress. The knowledge that is gained on the manner in which the different areas

of a business are performing is fundamental and additionally, the right measurement system

will determine this. The measures of performance in the manufacturing scene have to be

quantifiable factors that may be clearly linked to success indicators such as operational and

financial performance, value creation, competitive advantage and synergy. In the

manufacturing scene, performance measures go beyond the financial aspects argues (Crosby,

1979).

24
The first step in the measurement of performance in the manufacturing scene is through the

identification of the key areas that drive business performance. The next step is the setting

up of performance targets which assist in giving everyone and opportunity to know what is

being aimed for (Buchholz and Appelfeller, 2011).

Preliminary evidence indicates that firms which adopt quality management practices

experience better performance compared to those that do not (Zabel et al., 2002). The

customers in the world of today have their demand on high quality products more sensitized.

Organizations that cannot deliver this have the risk of running out of business thus an

indication of poor performance. Based on empirical evidence, McCollum (2004)

demonstrates that world class organizations such as General Electric and Motorola have

attributed their performance to having one of the best quality management programs in the

world. The two companies are noted to have implemented the Six-Sigma quality program.

In the initiative, the level of defect is reduced to approximately 3.4 parts per million

(Mohanty, 2008). This can only be achieved when every employee in the organization is

trained on quality issues (McCollum, 2004). Motorola in the long run was able to win the

prestigious Malcom Baldridge National Quality Award in 1988. In both companies, quality

is considered as a critical factor that leads to the increased sales and market share thus good

performance.

Quality management in an organization can be achieved only when the top brass such as

managers and top executives play their role in driving the change (Hoyle, 2007). Besides

this, there are other factors and principles that drive the implementation of QM. Hoyle (2007)

highlights that over and over again that the top management of an organization as a driving

force in ensuring firms achieve an orientation to quality. In the process, firms are able to

25
create value, establish objectives and systems that will satisfy the expectations of customers

which in the long run will improve on the performance of the organization. When quality

management is successfully implemented in an organization, it will lead to performance

drivers such as lower costs, greater efficiency, better product quality, improved market share,

increased motivation and satisfaction (Altiok, 2012).

2.1.5 Benchmarks for building performance

Early environmental design initiatives focused only on the reduction of energy demands.

Different institutes and governmental initiatives developed tools and policies to address this

problem. In the 1980s and the 1990s, some of the initiatives started to reflect concerns about

the sustainability of the construction industry and, in 1993, the UIA/AIA Word Congress of

Architects concluded that it was a bold challenge to the profession of an architect to put a

broader sustainability agenda into practice (Guenther, 2008). In 2000 many of these

initiatives began to incorporate sustainable design strategies as basic and fundamental in

standard practice. In 2005, the American Institute of Architects (AIA) established a more

aggressive position on the responsibility of design professionals, supporting the position that

the architects would have to change their professional input and work together with the

clients, thus changing the actual paradigm of designing and operating a building (Hamilton,

2013). In order to guide and support the development of strategic plans for residential

buildings, it is fundamental that benchmarks for comparison between institutions can be

established. This is important because it allows for identifying: the causes of the differences

at the resources consumption, accessibility, quality, economic, and financial performance

levels; the potential for improvement of each hospital at the level of each assessed

performance category or sustainability parameter; the best and conventional building use

26
practices (e.g., best operational energy efficiency practices); and the transversal different

programs (including healthcare activities themselves) to be launched for the practical

implementation of the identified improvement potential. Thus, the benchmarking process in

the field of healthcare buildings, aims at improving both the environmental and societal

quality of hospitals, while enhancing their economic and financial performances.

Therefore, benchmarking is a continuous and systematic process for evaluating each

organization’s products, services, and/or work processes for the purpose of organizational

improvement (Stapenhurst, 2009). It is a business tool that has blossomed in the 1980s and

is now widely used in Total Quality Management (TQM) for comparing performance and

identifying improvement opportunities (Hamilton, 2013). Fundamentally, a “benchmark” is

a reference or measurement standard used for comparison. “Benchmarking” is the continuous

activity of identifying, understanding and developing better practices and processes that will

lead to higher performance.

It is the process of comparing one’s business processes and performance metrics to industry’s

best practices. Figure 2.2 presents a typical benchmarking process

Figure 2.2 Typical benchmark process

Source: Hui, 2020

For building and facility management professionals, benchmarking is a strategic

management tool which allows operating costs or other metrics to be assessed against similar

properties and to evaluate how a given property or portfolio performs relative to its peers.
27
Through detailed comparative analysis, the benchmarking process can identify priority areas

for the implementation of both more efficient operations and management practices by

trimming costs or adjusting service levels. Nevertheless, the quality of a construction work,

in order to be considered completely reliable, should meet two fundamental requirements,

which are measurability and objectivity. Therefore, the main goal of this research is to reduce,

as much as possible, the subjectivity of the assessment method of a new sustainability

assessment tool by defining adequate methods to set the benchmarks for the sustainability

indicators.

2.1.6 Quality Assurance and Quality Control

According to Ferguson and Clayton (1998) Quality Assurance (QA) is a program covering

activities necessary to provide quality in the work to meet the project requirements. (QA)

involves establishing project related policies, procedures, standards, training, guidelines, and

system necessary to produce quality. The design professional and constructor are responsible

for developing an appropriate program for each project. (QA) provides protection against

quality problems through early warnings of trouble ahead. Such early warnings play an

important role in the prevention of both internal and external problems". On the other hand,

Quality Control (QC) is the specific implementation of the (QA) program and related

activities. Effective (QC) reduces the possibility of changes, mistakes and omissions, which

in turn result in fewer conflicts and disputes.

As mentioned earlier, quality in construction is too important to be left to chance. A look at

history gives some insight into the problem. Through the first half of the 20th century,

engineers and architects were in total control during the design phase. During the

28
construction phase they carried out a role described as 'supervision', ensuring that the owner

received his money's worth in terms of quality. In the 1950s and 1960s, owners became

increasingly concerned with cost, schedule and areas where design professionals were not

providing good control (O'Brien, 1989). The emphasis continued to be on quality and control

of exposure to liability. At about the same time, the widespread use in the public sector and,

to a large degree, in the private sector, of the sealed competitive bid gave the owner the

advantage of competitive pricing, but also forced the general contractor to look for every

advantage during construction to control cost and maintain a profitable stance. As mechanical

and electrical systems became more complex, the general contractor turned responsibility for

such work over to subcontractors, including quality control of their workmanship (ASCE,

2005).

2.1.7 ISO 9000 Series

The Geneva-based International Organization for Standardization first published a series of

standards in 1987. The term ISO describes the series of international standards dealing with

product design, production, delivery, service and testing. The ISO 9000 series comprises two

basic types of standard: those addressing quality assurance and those addressing quality

management. The quality assurance standards are designed for contractual and assessment

purposes and are ISO 9001, ISO 9002, and ISO 9003 (British Standards Institution, 2008).

The quality management standard is ISO 9004 and is designed to provide guidance for

companies developing and implementing quality systems (Doyle, 1994).

A company registered as complying with ISO standards has demonstrated to an accredited

third party (an approved outside auditor) that its processes have been documented and that

the company is systematically auditing and being audited that they are following the policies

29
and procedures necessary to produce high quality products. ISO standards are directed

towards improving a firm's production processes (Arditi, 2004). A TQM system is the big

picture and is concerned with customer satisfaction and all activities conducted by a firm.

A good way of viewing ISO is that the emphasis in the ISO registration is on the management

of process quality. This is not meant to minimize the role of ISO in a TQM system. The ISO

standards provide an excellent beginning point for a firm starting a TQM program (Arditi

and Gunaydin, 1997). Recent publications on construction quality management highlight the

important activities that should be performed in relation to the application of an effective

QMS-ISO 9001. According to Rumane (2011) organization needs to demonstrate its ability

to consistently provide products that meet or exceed customer expectations and satisfaction,

while also adopting appropriate processes for the continued improvement of the QMS and

related assurances of conformity to customer and applicable regulatory requirements. Watson

and Howarth (2011) also emphasize that for ISO 9001 to remain a process-based system with

heavy emphasis on compliance, an organization is required to rigorously conduct an

assessment of organizational performance, set against a standard and leading to accreditation.

Clearly, the context of an effective QMS implementation is to ensure that work is performed

according to specifications, throughout the design and development phases, manufacturing

and construction, and servicing, and also ensure that customers are satisfied with the resulting

products and services (Beaumont, 2006).

Figure 2.3 illustrates the process model of ISO 9001, with the focus on customer

requirements and satisfaction.

30
Fig 2.3: Effective ISO 9001 Quality Management System
Source: (Willar, 2012)

2.1.7 Total Quality Management Factors

Establishing the project requirements for quality begins at project inception. Artidi and

Gunaydin, (1997) opined that a careful balance between the owner's requirements of the

project costs and schedule, desired operating characteristics, materials of construction, etc.

And the design professional's need for adequate time and budget to meet those requirements

during the design process, it is essential that owners balance their requirements against

economic considerations and, in some cases, against chance of failure.

The design professional is obligated to protect public health and safety in the context of the

final completed project. The constructor is responsible for the means, methods, techniques,

sequences, and procedures of construction, as well as safety precautions and programs during

the construction process. Project requirements are the key factors that define quality in the

process of construction. The process of construction can be broken down into three main

phases, namely,

31
 • The planning and design phase,
• Construction phase, and
• Operation and maintenance phase.

Figure 2.4: Total Quality Management in Construction Process

Source: Arditi & Gunaydin (1997)

Total Quality Management shows in Fig 2.4 generally accepted elements of TQM and

construction industry-specific factors that affect quality of the process of a building project.

Some of the factors that affect quality in each phase of the construction process have been

identified through a literature review and are discussed in the following sections.

2.1.8 Management and Leadership

The Business Roundtable construction industry cost effectiveness study concluded that the

primary causes for the decline of construction productivity directly or indirectly involved

poor management practices (Burati, Michael and Satyanarayana, 1992). Since quality is part

of productivity, the first step for management is to recognize that there is a problem. The
32
success of a TQM program first of all depends on management practices. TQM is a culture

and philosophy that must permeate an organization as the method of management. It can

thrive only under a senior management that establishes TQM as a top priority. This

commitment must be coupled with a thorough understanding of TQM. Only if supported by

this commitment and understanding, can senior management lead the company toward the

realization of higher quality in its undertakings. The prominent method of management

practiced in the United States today, including the construction industry, is management by

control, not by participation. Forced by international competitive pressures and increasing

demands for quality products and services, industries are re-evaluating the effectiveness of

management by control. According to Joiner and Scholtes, (1988) in style of management,

the emphasis is on the organizational chart and the key control points within the structure.

All managers, beginning at the top, are given certain goals for the next year. They in turn, set

goals and impose controls on each of their subordinates. In construction terms, cost, schedule,

and possibly quality goals are established for each project. Project managers are rewarded on

the basis of meeting these goals. This method has been somewhat successful. It is simple,

logical, and consistent. But there are problems when the work gets displaced by the controls

themselves (Burati et al., 1992). Also, competition to meet short-term goals can lead to

internal conflict, adversarial relationships, reduced communication, accusations.

In Figure 2.1 Elements of total quality management in the construction process when goals

are not achieved, and even fabricated reports of conformity. Management by control

encourages an organization to look inward rather than outward to the customer and the

customer's needs (Juran, 1988). Once it acknowledges that there is a problem, the second

step for management is to develop a clear understanding of the underlying principles and

33
elements of TQM. Management then demonstrates its commitment to quality through action.

Without this understanding, management's action will most likely contradict TQM,

confirming the doubts of the labour force and dooming the effort to failure (Oberlender,

1993). The findings of a survey conducted by construction managers, designers, contractors

and facility managers to investigate TQM in the design, construction, and operation phases

of projects undertaken in the USA, indicated that the level of management commitment to

continuous quality improvement was rated as one of the most important factors that affect

the quality of the constructed facility (Gunaydin, 1995).

2.1.9 Employee Training on Quality

The importance is recognized by every quality expert. Under TQM, quality becomes

everyone's responsibility and the training must be targeted for every level of the company.

There should be customized training plans for management, engineers, technicians, home

and field office staff, support personnel and field labour (Smith, 1988). It can be argued that

the transient construction work force is quite different from the relatively stable

manufacturing work force. This transient nature may make it more difficult to train workers,

particularly craft labour, for the construction industry (Burati et al., 1992). However, there

are many aspects, such as training and awareness that are similar between the safety

consciousness of construction firms and the implementation of TQM concepts. Many US

construction companies that had safety forced upon them with the formation of the

Occupational Safety and Health Administration have proven the cost effectiveness of their

safety programs and now use their safety records as a marketing tool. It is easy to envision

using a good quality performance record as a strong marketing tool. If TQM concepts become

widely accepted throughout the construction (Oberlender, 1993) industry, workers switching

34
from one company to another should require less TQM training since all workers would have

received basic quality awareness in their previous employment (Burati et al., 1992). The

training effort may include instruction in the basics of TQM, cause-and-effect analysis, team

problem solving, interpersonal communication and interaction, rudimentary statistical

methods and cost of quality measurement. A study of TQM in more than 200 companies

found that skills in human interaction, leadership, and initiative are instrumental to the

success of any quality improvement effort.

The demands on these interpersonal skills increase as the complexity and sophistication of

the technical systems increase. The training effort follows a specific plan, and its

implementation and effectiveness are carefully tracked. It is initiated in a limited number of

pilot teams. The success stories of the pilot teams are then used to fuel the training effort.

Follow-up training is essential, and is part of the overall training plan and a job requirement

for each individual. The training of employees in the design phase was found not to be very

important in the construction phase and in the operation phase (Gunaydin, 1997).

It follows that operation and maintenance crews working in constructed facilities should be

the main recipient of training efforts, Findings are parallel to ISO 9001 which emphasizes

the importance of training and underlines that activities demanding acquired skills should be

identified and the necessary training provided (Doyle, 1994).

2.1.10 Teamwork among Professionals

Quality teams provide companies with the structured environment necessary for successfully

implementing and continuously applying the TQM process. Quality training is conducted

and the continuous improvement process executed through a well-planned team structure

35
(Lukman et al., 2011). The ultimate goal of the team approach is to get everyone, including

contractors, designers, vendors, subcontractors, and owners involved with the TQM process.

At the industry level, extending the TQM concept to the parties mentioned above in the form

of joint teams achieves higher customer satisfaction. These joint teams are responsible for

establishing joint goals, plans, and controls. The teams provide a mechanism for listening to

and communicating with the owner and for measuring the level of customer satisfaction. Two

obstacles to establishing joint teams are the state of legal independence between companies

and their traditional methods of working individually (Juran, 1988). These obstacles can be

overcome in the construction industry however, if the owner is dedicated to doing so. There

are several case studies of successful partnering arrangements.

For example, on a large refinery project, TQM was applied on a project team basis;

representatives of the owner and the two major contractors on the project served on the

project quality steering committee. While this is a new concept, early progress is encouraging

(Burati et al., 1992). At the company level, teams composed of department representatives

are necessary to implement TQM throughout the organization. The same team approach can

be used at the project level. "Extent of teamwork of parties participating in the design phase"

was found to be the most important factor that affects quality in construction projects

Gunaydin's study (1997). In the same study, construction managers and designers ranked

this factor as the most important factor. This result shows that teamwork among parties such

as structural, electrical, environmental, civil engineers, architects, and owners is essential to

reach the quality goals for design. In the construction phase, "extent of teamwork of parties

participating in the construction process" was found to be very important and ranked 2nd by

constructors and 4th by construction managers (Gunaydin, 1997). It appears that the

36
importance of teamwork in the design phase was relatively more pronounced than in the

construction phase.

2.1.11 Quality Management in Nigeria

The Nigerian construction industry produces nearly 70% of the nation’s fixed capital

formation, and its performance within the economy has been, and continues to be on the

increase. But despite the increased growth of the sector the Nigerian construction industry’s

contribution to the country’s Gross Domestic product (GDP) of 3.05% as at the close of 2012

is still below the World Bank’s average of employment in the construction sector of about

3.2% in developing countries. Whereas the sector has remained consistently on the increase

in terms employment to about 7.6% of the total employed citizens both directly and indirectly

after rebasing of the Nigerian economy according to reports from National Bureau of

Statistics (2015).

The construction sector is globally considered to be a basic industry on which the

development of a country depends. Wasiu et al. (2012) opined that the growth of a country

and its development status is generally determined by the quality of its infrastructure and

construction projects.

According to Kado (2010), the acceptance of the BSI publication and standard by Nigeria,

establishing SON/NSI and the development and National Building Code (2006) in 2007 are

all steps towards improvement in the quality of building construction in Nigeria among many

other things. In addition, there are laws, decrees, associations, authorities and regulatory

bodies that are responsible for regulating building construction practices in the country. The

Nigerian Society of Engineers (NSE) was established on February 6, 1958 in London,

England and later inaugurated in Lagos on August 20, 1960, had its foundations laid at

37
Abeokuta in January 18, 1959. It was however unfortunate that Nigerian engineers had to

cope with a very hostile environment occasioned by the invasion of the profession with

quacks and imposters of all sorts. This has resulted in very poor standard, numerous

abandoned projects everywhere, structural failures, fires and outright collapses (Yusuf,

2010). The consequences of this problem led to colossal waste of human and material

resources and the terribly battered image and morale of Nigerian engineers. The devastating

effect of this was slowing down the progress of this young country in hurry to develop, this

attracted the attention of Government thus, the Engineers (Registration, etc.) Act (1970) was

promulgated.

Unfortunately, the registration of engineers alone could not stop the continuing bastardization

of engineering profession by quacks and attendant consequences. Thus, further through

further hard work and representations of the Nigerian Society of Engineers the amended Act

(1992) was promulgated by which the Council for the registration of Engineers in Nigeria

(COREN) was now renamed the Council for the Regulation of Engineering in Nigeria with

full powers to register, control, monitor and enforce compliance. It also has affiliation with

the international Federation of Consulting Engineers (FIDIC). Also there is the Association

of Consulting Engineers Nigeria (ACEN) which was founded and registered in 1972 and

1979 respectively. The focus of ACEN is to ensure that the highest level of technical

competence and business ethics are brought to bear on the consulting engineering practice in

Nigeria which will in turn result in the highest level of quality of infrastructure for Nigerians

at the most cost effective prices (Kado, 2010). ACEN has strong affiliation with the National

Society of Engineers (NSE) which is the umbrella association of all Engineers and

individuals involved in engineering activities.

38
It is noteworthy that Association of Consulting Engineers Nigeria (ACEN) has partnered

with the International Federation of Consulting Engineers (FIDIC) for the provision of

standards in the use of construction contracts. The FIDIC Conditions of Contracts comprise

of the Conditions of Contract for Construction (Red Book), Conditions of Contract for Plant

and Design-Build (Yellow Book), Conditions of Contract for EPC/Turnkey Projects (Gold

Book) and Short Form of Contract (Green Book). The Red Book is the most widely used of

the FIDIC books. Nigerian engineering firms and indeed the various engineering associations

should consider the adoption of one or more of these international construction contracts

(FIDIC, ICE, NCE) with established DRB mechanisms for the standardization of the

Nigerian engineering and construction industry, in line with international standards. Further

development which sought to regulate professional practices in the construction industry led

to the founding of The Architects Regulation Council of Nigeria (ARCON) from CAP A19

Laws of the Federation of Nigeria 2004. According to the Law, ARCON derives the power

to register and control practices of Architecture in Nigeria (Yunusa, 2009). ARCON has a

strong affiliation with Nigerian Institute of Architects (NIA), which is equally the umbrella

body of architects and individuals involved with architecture.

Also, there is the National Institute of Builders (NIOB) which is the umbrella association of

builders and individuals involved in building activities, there is also the Nigerian Institute of

Quantity Surveyors (NIQS) which is also umbrella body for individuals involved in quantity

surveying activities.

39
2.2 Theoretical Review

Quality project management theory contains many techniques, tools, and methodologies

pertaining to project quality. In a sense, the quality of the project is what drives all of project

management theory. The theory is based on correct and proper planning, implementation of

techniques, use of tools and methodologies to produce a project that is of a sufficient and

correct quality. Tools and techniques are various and are applied throughout a project to both

define set criteria and also measure the set criteria against the performance of the project, the

development of the project scope management is essential to the project quality.

2.2.1 Quality Improvement Theory

Quality Improvement Theory proposes that a component of quality management is that it

places duty regarding fabricating associations decisively at the entryway of top

administration (Deming, 1986). The hypothesis expresses that the administration is in charge

of the frameworks, and that the framework produces 80 percent of the issues in firms

(Hillson, 1995). Deming (1986) noticed that no quality administration framework could

prevail without top administration duty; the administration puts resources into the

procedures, makes corporate culture, chooses providers and grows long haul connections.

Deming's Quality Improvement Theory gives business an arrangement to take-out low-

quality control issues through successful administrative systems. Management's conduct

shapes the corporate mentality and characterizes what is essential for the achievement and

survival of the firm.

Hubert (2000) submitted the hypothetical approach of Deming (1986) in regard to the quality

administration framework, and it visualizes the production of a hierarchical framework that

encourages participation and figuring out how to encourage the execution of process
40
administration rehearses. This, thus, prompts the persistent change of the procedures, items,

and administrations and imparts worker fulfillment. These are basic to advancing client

center, and, eventually, helping in the survival of any association.

Deming (1986) put stock in a precise way to deal with critical thinking and advanced the

generally known Plan Do Check Act cycle. The Plan Do Check Act (PDCA) cycle of

ceaseless change is an all-inclusive quality change idea whose point is to always enhance

execution, consequently decreasing the distinction between client prerequisites and the

execution of the assembling firms (Goetsch and Davis, 2006). The hypothetical quintessence

of the Quality Improvement Theory concentrated on quality worries in the making of an

authoritative framework that cultivates participation and learning for encouraging the usage

of process administration rehearses, which, thus, prompts execution (Anderson et al., 1994).

Oakland (2004) focused on that the obligations of top administration ought to lead the pack

in changing procedures and frameworks. Administration assumes a critical part in

guaranteeing the achievement of value administration since it is the top administration's duty

to make and impart the vision to move the firm toward execution change.

2.2.2 Theory of Constraints

Theory of Constraints (TOC) was initially displayed in 1984 by Eliyahu M. (Goldratt and

Cox, 1984) through his progressive book, The Goal. TOC gives the strategy to characterize

what to change, what ought to be changed to, and how to impact the change to persistently

enhance the execution of a whole framework. TOC, as TQM, regards change as a progressing

procedure. In any case, rather than concentrating on restricted enhancements in all zones, it

assaults the one limitation or bottleneck that restrains the framework's execution. TOC can

41
be utilized as an indispensable system to help the usage of QM. It must not supplant QM, yet

rather be utilized as a part of helping the organization to discover issues in its execution and

center the QM endeavors toward the association's objective. TOC is an incredible approach

in nonstop change, however has very little been broadly concentrated on. In the light of this,

it is imperative to decide the degree of QM and TOC execution.

TOC which is an arrangement of ideas, standards and apparatuses that can be utilized to

enhance administration of frameworks and expand execution by distinguishing the most

prohibitive restricting component that requirements the framework's execution and

overseeing it. It concentrates on enhancing execution as opposed to decreasing expenses. By

and large, TOC is a mix of logic, ideas, standards, and apparatuses imagined to augment the

execution of any framework by recognizing, overseeing and breaking the most prohibitive

restricting variable that limitations framework execution.

Rahman (1998) outlined the idea of TOC that each framework must have no less than one

requirement and the presence of limitations speaks to open doors for development. The one

primary part of TOC, which contrasts from conventional change methodologies, is the way

it assesses change endeavors. Numerous quality change endeavors are centered around

accomplishing the most elevated cost decreases. Kazim (2008), contends that hypothesis of

imperatives depends on the rule that a chain is just as solid as the weakest connection or

limitation and to lift and deal with the requirement as fundamental.

2.2.3 Resource-Based View Framework

The Resource Based View framework (RBV) accentuates the association's assets as the

essential determinants of competitive advantage and implementation. It embraces two

42
suppositions in breaking down competitive advantage (Barney, 2001). This model accepts

that organizations inside an industry might be heterogeneous regarding the assets that they

control. Second, it accepts that asset heterogeneity may hold on after some time on the

grounds that the assets used to execute firms' schemes are not mobile across firms (i.e., a

portion of the assets can't be exchanged and are hard to collect). Asset heterogeneity (or

uniqueness) is viewed as an important condition for an asset package to add to competitive

advantage.

The Resource-Based View Theory is to a great extent in light of behavioral and sociological

worldview and considers organizational variables and their fit with the world as the

significant determinants of progress. System models with this interior introduction have a

solid 'inside out' approach that considers inside process factors, (for example, quality

improvement, product advancement, and adaptability and cost effectiveness) as the most

powerful achievement elements.

Since assets mirror a lot of the components of abilities, this study likewise centered on the

performance ramifications of some internal attributes of organizations (Barney, 2001), for

this situation capacities of organizations, persistent change and client centeredness. In

dissimilarity, the basic contention of the Resource-Based View Theory is that uncommon,

matchless, non-substitutable assets make a company's heterogeneity, and that fruitful firms

are those that get and protect significant and impossible to miss assets that outcome to an

organization's decent execution emerging from the maintainable upper hand that emerges

thereof (DiMaggio and Powell, 1991). Organizational readiness figures out what sort of value

administration frameworks to seek after, since the assets that an association has will impact

what the firm does or does not do. The methodologies so attempted will then impact the

43
execution of the firm and help the firm pick up an upper hand in the commercial center,

coming about to upgraded performance.

2.2.4 Deming’s Theory of TQM

The theoretical essence of the Deming approach to TQM concerns the creation of an

organizational system that fosters cooperation and learning for facilitating the

implementation of process management practices, which, in turn, leads to continuous

improvement of processes, products, and services as well as to employee fulfillment, both of

which are critical to customer satisfaction, and ultimately, to firm survival (Anderson, 1994).

Deming (1986) stressed the responsibilities of top management to take the lead in changing

processes and systems. Leadership plays in ensuring the success of quality management,

because it is the top management’s responsibility to create and communicate a vision to move

the firm toward continuous improvement. Top management is responsible for most quality

problems; it should give employees clear standards for what is considered acceptable work,

and provide the methods to achieve it. These methods include an appropriate working

environment and climate for work-free of faultfinding, blame or fear. Deming (1986) also

emphasized the importance of identification and measurement of customer requirements,

creation of supplier partnership, use of functional teams to identify and solve quality

problems, enhancement of employee skills, participation of employees, and pursuit of

continuous improvement. Anderson, (1994) developed a theory of quality management

underlying the Deming management method. They proposed that: The effectiveness of the

Deming management method arises from leadership efforts toward the simultaneous creation

of a cooperative and learning organization to facilitate the implementation of process-

management practices, which, when implemented, support customer satisfaction and

44
organizational survival through sustained employee fulfillment and continuous improvement

of processes, products, and services.

The means to improve quality lie in the ability to control and manage systems and processes

properly, and in the role of management responsibilities in achieving this. Deming (1986)

advocated methodological practices, including the use of specific tools and statistical

methods in the design, management, and improvement of process, which aim to reduce the

inevitable variation that occurs from “common causes” and “special causes” in production.

“Common causes” of variations are systemic and are shared by many operators, machines,

or products. They include poor product design, non-conforming incoming materials, and

poor working conditions. These are the responsibilities of management. “Special causes”

relate to the lack of knowledge or skill, or poor performance. These are the responsibilities

of employees. Deming proposed 14 points as the principles of TQM (Deming, 1986), which

are listed below:

(1) Create constancy of purpose toward improvement of product and service, with the
aim to become competitive and to stay in business, and to provide jobs.
(2) Adopt the new philosophy. We are in a new economic age. Western management
must awaken to the challenge, must learn their responsibilities, and take on leadership
for change.
(3) Cease dependence on mass inspection to quality. Eliminate the need for inspection
on a mass basis by building quality into the product in the first place.
(4) End the practice of awarding business on the basis of price tag. Instead, minimize
total cost. Move toward a single supplier for any one item, on a long-term relationship
of loyalty and trust.
(5) Improve constantly and forever the system of production and service, to improve
quality and productivity, and thus constantly decrease costs.
(6) Institute training on the job.

45
(7) Institute leadership. The aim of supervision should be to help people and machines
and gadgets to do a better job. Supervision of management is in need of overhaul, as
well as supervision of production workers.
(8) Drive out fear, so that people may work effectively for the company.
(9) Break down barriers between departments. People in research, design, sales, and
production must work as a team, to foresee problems of production and in use that
may be encountered with the product or service.
(10) Eliminate slogans, exhortations, and targets for the workforce asking for zero defects
and new levels of productivity. Such exhortations only create adversarial
relationships, as the bulk of the causes of low quality and low productivity belong to
the system and thus lie beyond the power of the workforce.
(11) (a) Eliminate work standards (quotas) on the factory floor. Substitute leadership. (b)
Eliminate management by objective. Eliminate management by numbers, numerical
goals. Substitute leadership.
(a) Remove barriers that rob the hourly worker of his right to pride of workmanship. The
responsibility of supervisors must be changed from sheer numbers to quality.
(12) Remove barriers that rob people in management and in engineering of their right to
pride of workmanship. This means, inter alia, abolishment of the annual or merit
rating and of management by objective.
(13) Institute a vigorous program of education and self-improvement.

(14) Put everybody in the company to work to accomplish the transformation. The
transformation is everybody’s job.

2.2.5 Juran and Gryna Theory of TQM

TQM is the system of activities directed at achieving delighted customers, empowered

employees, higher revenues, and lower costs (Juran and Gryna, 1993). Juran believed that

main quality problems are due to management rather than workers. The attainment of quality

requires activities in all functions of a firm. Firm-wide assessment of quality, supplier quality

46
management, using statistical methods, quality information system, and competitive

benchmarking are essential to quality improvement. Juran’s approach is emphasis on team

(QC circles and self-managing teams) and project work, which can promote quality

improvement, improve communication between management and employee’s coordination,

and improve coordination between employees. He also emphasized the importance of top

management commitment and empowerment, participation, recognition and rewards.

According to Juran, it is very important to understand customer needs. This requirement

applies to all involved in marketing, design, manufacture, and services. Identifying customer

needs requires more vigorous analysis and understanding to ensure the product meets

customers’ needs and is fit for its intended use, not just meeting product specifications. Thus,

market research is essential for identifying customers’ needs. In order to ensure design

quality, he proposed the use of techniques including quality function deployment,

experimental design, reliability engineering and concurrent engineering.

Juran considered quality management as three basic processes (Juran Trilogy): Quality

control, quality improvement, and quality planning. In his view, the approach to managing

for quality consists of: The sporadic problem is detected and acted upon by the process of

quality control; The chronic problem requires a different process, namely, quality

improvement; Such chronic problems are traceable to an inadequate quality planning

process. Juran defined a universal sequence of activities for the three quality processes, which

is listed in Table 2.2.

Juran defined four broad categories of quality costs, which can be used to evaluate the firm’s

costs related to quality. Such information is valuable to quality improvement. The four

quality costs are listed as follows:

47
- Internal failure costs (scrap, rework, failure analysis, etc.), associated with defects found

prior to transfer of the product to the customer;

- External failure costs (warranty charges, complaint adjustment, returned material,

allowances, etc.), associated with defects found after product is shipped to the customer;

- Appraisal costs (incoming, in-process, and final inspection and testing, product quality

audits, maintaining accuracy of testing equipment, etc.), incurred in determining the

degree of conformance to quality requirements;

- Prevention costs (quality planning, new product review, quality audits, supplier quality

evaluation, training, etc.), incurred in keeping failure and appraisal costs to a minimum.

Table 2.2 Universal Processes for Managing Quality

Quality planning Quality control Quality improvement

Establish quality goals Choose control subjects Prove the need

Identify customers Choose units of measure Identify projects

Develop product features Create a sensor Organize project teams

Discover customer Set goals Diagnose the causes

Develop process features Measure actual performance Provide remedies, prove

Establish process controls Interpret the difference Remedies are effective

Transfer to operations Take action on the difference Deal with resistance to

change Control to hold the
gains

Source: Zhang et al. (2000)

48
2.2.6 Crosby’s theory of TQM

Crosby (1979) identified a number of important principles and practices for a successful

quality improvement program, which include, for example, management participation,

management responsibility for quality, employee recognition, education, reduction of the

cost of quality (prevention costs, appraisal costs, and failure costs), emphasis on prevention

rather than after-the-event inspection, doing things right the first time, and zero defects.

Crosby claimed that mistakes are caused by two reasons: Lack of knowledge and lack of

attention. Education and training can eliminate the first cause and a personal commitment to

excellence (zero defects) and attention to detail will cure the second. Crosby also stressed the

importance of management style to successful quality improvement.

The key to quality improvement is to change the thinking of top managers-to get them not to

accept mistakes and defects, as this would in turn reduce work expectations and standards in

their jobs. Understanding, commitment, and communication are all essential. Crosby

presented the quality management maturity grid, which can be used by firms to evaluate their

quality management maturity. The five stages are: Uncertainty, awakening, enlightenment,

wisdom and certainty. These stages can be used to assess progress in a number of

measurement categories such as management understanding and attitude, quality

organization status, problem handling, cost of quality as percentage of sales, and summation

of firm quality posture.

The quality management maturity grid and cost of quality measures are the main tools for

managers to evaluate their quality status. Crosby offered a 14-step program that can guide

firms in pursuing quality improvement.

49
These steps are listed as follows:

(1) Management commitment: To make it clear where management stands on quality.

(2) Quality improvement team: To run the quality improvement program.
(3) Quality measurement: To provide a display of current and potential nonconformance
problems in a manner that permits objective evaluation and corrective action.
(4) Cost of quality: To define the ingredients of the cost of quality, and explain its use as
a management tool.
(5) Quality awareness: To provide a method of raising the personal concern felt by all
personnel in the company toward the conformance of the product or service and the
quality reputation of the company.
(6) Corrective action: To provide a systematic method of resolving forever the problems
that are identical through previous action steps.
(7) Zero defects planning: To investigate the various activities that must be conducted in
preparation for formally launching the Zero Defects program.
(8) Supervisor training: To define the type of training that supervisors need in order to
actively carry out their part of the quality improvement program.
(9) Zero defects day: To create an event that will make all employees realize, through a
personal experience, that there has been a change.
(10) Goal setting: To turn pledges and commitment into actions by encouraging
individuals to establish improvement goals for themselves and their groups.
(11) Error causal removal: To give the individual employee a method of communicating
to management the situation that makes it difficult for the employee to meet the
pledge to improve.
(12) Recognition: To appreciate those who participate.
(13) Quality councils: To bring together the professional quality people for planned
communication on a regular basis.
(14) Do it over again: To emphasize that the quality improvement program never ends.

50
2.2.7 Ishikawa’s Theory of TQM

Ishikawa (1985) argued that quality management extends beyond the product and

encompasses after-sales service, the quality of management, the quality of individuals and

the firm itself. He claimed that the success of a firm is highly dependent on treating quality

improvement as a never-ending quest. A commitment to continuous improvement can ensure

that people will never stop learning.

He advocated employee participation as the key to the successful implementation of TQM.

Quality circles, he believed, are an important vehicle to achieve this. Like all other gurus he

emphasized the importance of education, stating that quality begins and ends with it. He has

been associated with the development and advocacy of universal education in the seven QC

tools (Ishikawa, 1985).

Ishikawa (1985) suggested that the assessment of customer requirements serves as a tool to

foster cross-functional cooperation; selecting suppliers should be on the basis of quality

rather than solely on price; cross-functional teams are effective ways for identifying and

solving quality problems. Ishikawa’s concept of TQM contains the following six

fundamental principles:

- Quality first-not short-term profits first;

- Customer orientation-not producer orientation;

- The next step is your customer-breaking down the barrier of sectionalism;

- Using facts and data to make presentations-utilization of statistical methods; -Respect for

humanity as a management philosophy, full participatory management; -Cross-

functional management.

51
2.3 Conceptual Model of Quality Management on Performance of Residential

estates

The concept boosts housing supply by expanding the enablers to include the public and the

private sectors. The model shown in Figure 2.5 proposes the re-inclusion of the public sector

to build a solid base upon which the private driven housing will thrive. The public sector

housing is said to be inefficient but new procurement procedures will reduce the inefficiency

and harness the best potential of the private sector through public private partnership. The

conceptual framework is community based and it provides the architecture for framing to

capture and evaluate community issues of importance. The framework is a composition of

several components with each component being represented through a number of indicators

or variables.

52
 SOCIO-DEMO
GRAPHIC
CHA
RACTERIS0T
SOCIAL PHYSICAL
ENVIRONM
ICS
FEATURES
ENT OF THE
HOUSE

MULTI-FACETED
FRAMEWORK FOR
RESIDENTIAL
SATISFACTION
HOUSING
SUPPORT
NEIGHBOU
SERVICES
RH OOD
FACILITIES
PUBLIC
FACILITIES

Fig 2.5 Conceptual Model

Source: Mohammad Abdul Mohit (2014)

2.4 Empirical Reviews on Impact of Project Quality Management on Organizational

Performance

Quality management is an integral component essential for the excellence of any given

organization, to enable their survival in the rapidly changing business environment.

Recognizing quality as a key ingredient to performance is likely to propel an organization to

greater heights. A summary of selected relevant literature is presented in Table 2.3.

53
 Table 2.3 Summary of Literature Review and Knowledge Gaps

Scholar (s) Study / Place of Objectives Key Findings Knowledge

Study gaps
Tata and Cultural and To determine cultural and Organizational The study did
Prasad, structural structural culture affects not measure the
(2016) constraints on constraints on total performance effects of the
quality management quality management constraints on
implementation implementation performance
Prajogo and The relationship To establish the Quality The study
McDermott, between quality relationship between management focuses on
(2015) management quality management practices affects culture while the
practices and practices and organizational present study
organizational organizational culture will focus on
culture Culture performance
Lindsay and Managing for To find out how quality Quality The study was
Evans, Quality and management affect management done in a
(2017) Performance business performance significantly developed world
Excellence affects while the
performance present study
will be done in
Abudi, G. Developing a project To determine quality Key quality The study
(2009) management best management practice management focused on
practice within an organization. practices were managerial
identified. aspect of an
organization and
neglecting the
technical aspect
of project.

54
N A Haron1, Project management The study examines the Customer The study
P Devi1, S practice and its effects of management satisfaction, focused mostly
Hassim, A H effects on project practices on project success competency of the on customers
Alias1, M M success project team, and satisfaction of a
Tahir1, and in Malaysian performance of project
A N Harun construction subcontractors/su
(2017) industry. ppliers are
becoming
measures of
success.
Terziovski Increasing ISO 9000 To find out how culture, There is a positive The study did
and power certification: a management relationship not consider
(2007) continuous responsibility, employee between quality
improvement involvement affect continuous management
approach performance improvement and practices and its
quality culture effects on
and a firm’s performance
performance
Ab-Wahid Critical success To find out the critical There is a positive The study did
and Corner factors and success factors in ISO relationship not find out how
(2009) problem in ISO maintenance between CSF influence
maintenance strategic, performance
financial,
and continuous
improvement and
a firm’s
performance
O. O. Ugwu, An Appraisal of To review literatures on The study The study is a
and I. C. Construction factors that influence identified the review. It lacks
Attah (2016) Management quality management of factors that quantitative
Practice in Nigeria. project influence analysis.
management of

55
 construction
projects.

Onifade et Evaluation of the To determine the effect of It revealed that The study
al. (2019) Effect of Project quality management in majority of the examined few of
Management project success respondents have project
Techniques on the management
Road construction knowledge of tools.
projects in Nigeria project
management
techniques
Bell and Quality system To find out how Quality There is The study did
Omachonu implementation system implementation significant not consider
(2011) process for business affect performance linkage between performance of
success improved manufacturing
documentation, firms
firm’s
performance and
organizational
performance
Anyango,; Assessment of the To find out the relationship There is positive The study was
Wanjau, relationship between between relationship biased towards
and ISO 9001 ISO between financial quality
Mageto, certification and 9001 certification and HRM, firm’s managers, who
(2013) performance of performance of performance, may have been
Kenya manufacturing firms manufacturing firms in HRM and subjective,
in Kenya control measures whereas the
Kenya and a firm‟s current study
performance used quality
assurance
managers and
internal auditors

56
Njuguna, Value Chain To establish the Quality The study
M. (2013) Management relationship between value improvement measured supply
Practices and Supply chain management and within the value chain
Chain supply chain performance chain improved performance
Performance of supply chain while current
Large performance study will focus
Manufacturing Firms on
in organizational
Nairobi performance
Mutua, J. Quality To establish the quality Most cement The study
(2014). management management practices manufacturing considered only
practices and adopted by cement firms that cement
financial manufacturing firm in implemented manufacturing
performance Kenya and financial quality firms leaving
of cement performance of the same management out firms in
manufacturing practices recorded other sectors
firms in high sales
Kenya turnover leading
to organizational
performance.
Rajab, A.F Quality To determine the extent to Quality The study
(2014) management which quality management management measured supply
practices and practices are implemented practices have chain
supply chain by large scale been practiced to performance
performance of manufacturing firms in a large extent by while current
large-scale Kenya the large study will focus
manufacturing manufacturing on
firms in firms in Nairobi, organizational
Kenya Kenya. performance
Source: Field survey, 2020

57
 CHAPTER THREE

3.0 MATERIALS AND METHOD

3.1 Research Design

This research adopts a explorative approach using quantitative data. Quantitative research

employs numeric data such as scores and metrics (Bhattacherjee, 2012). According to

Adejimi et al. (2010) qualitative methods have been considered capable of studying complex

situations, involving human beings and yielding rich findings. It has resulted in the increase

of their popularity especially in the built environment (Adejimi et al., 2010).

Quantitative research is characterized by the assumption that human behavior can be

explained by what may be termed as social facts which can be investigated by methodologies

that use deductive logic of natural science (Amaratunga, Sarsha and Baldry, 2002).

Quantitative research is primarily aimed at quantifying the variation in a phenomenon,

situation, problem or issue through information gathered using predominantly quantitative

variable and the analysis is carried out to ascertain the magnitude of the variation (Adejimi

et al., 2010). Method of data collection described in orderly manner in the aspects of how the

data were collected and where the data were sourced. Quantitative data was collected from

occupants of the selected residential estates and the stakeholders in residential housing

delivering in North-central Region of Nigeria.

3.2 Population of Study

Population is group of individuals that have common characteristics which are of interest to

the researcher (Bhattacherjee, 2012). The targeted population for this research constitute

occupants of the selected residential estates and stakeholders registered with Real Estate

58
Developers Association of Nigeria (REDAN) such as Council for Registered Engineers,

Architect Registration Council of Nigeria, Estate Surveyor and Valuers Board of Nigeria,

Quantity Surveyor Registration Board of Nigeria and Council of Registered Builders of

Nigeria and also the estate developing companies handling the estate project should belong

to Real Estate Development Agencies of Nigeria. Therefore, the members of the registered

professional bodies within the North-central. The study population have been estimated to be

one thousand nine hundred and twenty-five.

3.3 Sample Size

It is technically, financially and logistically impossible either to collect data from all the

residential estates and stakeholders registered with Real Estate Developers Association of

Nigeria in the North-central. It is therefore desirable to adopt a sampling process that will be

suitable for the target population. Four sampling techniques had been identified by Doko

(2013), Morenikeji (2003) and Kothari (2008), they are simple random, systematic, stratified

and cluster sampling.

The sample size of this research was based on what size was considered as a representative

of the population under study having known that residential estates and stakeholders

registered with Real Estate Developers Association in Nigeria. Simple random sampling

technique will be used to select the population from which relevant data would be extracted.

It was said earlier that the population of this study is estimated to be one thousand nine

hundred and twenty-five (1925) and it will be difficult, time consuming and cost ineffective

to study the entire population.

59
The researcher carefully determined a sample size of three hundred and thirty-seven (337)

having applied the Taro Yemane formula as stated below:

N
n = 1+Ne2 (3.1)

Where n = Sample Size

N = Population
E = Error Term
1 = Constant Term
N = 1925
E = 5%
1925
n= = 337
1+1925(0.05)2

3.5 Method of Data Collection

The data for the study will be obtained from both primary and secondary sources. These data

will be used to achieve the objectives of the study.

3.5.1 Primary Data:

Primary data were obtained from the final questionnaire that was used for the analysis of the

study. The data collected from questionnaire survey were distributed to stockholders that

were involve in residential estates delivering. The structured questionnaire was framed based

on three types of answering techniques, namely rating-based, selective based and open-ended

format. Based on rating format, respondents were instructed to rate their opinion for a specific

fact by choosing a 5-point scale ranging from Strongly Disagree to Strongly Agree. Secondly,

selective-based questions only required respondents to tick in the appropriate box or boxes.

60
The structured questionnaires for this study covered two sections,

(i) Section A: The background of the respondents such as number of years of experience,
qualification, position in the company. The company profile where he/she is currently
employed, such as business activity and nature of the company.
(ii) Section B: The second part comprises the question that indicates the possible factors
that affect the implementation of Project Quality Management in building
construction work.
The respondents selected for the study are those that are involved in building construction

projects running and in particular had encounter experience during construction phase. In

addition to that, the organizations that were selected range from medium to large scale

organization only.

3.5.2 Secondary Data:

The secondary data for the study was be obtained from the official records of the construction

sites. The data were used to achieve the objectives of the study.

3.6 Data Collection Procedures

This study employed the use of personal distribution of questionnaire survey and obtained

data for observation. These data presented in Table 3.1will be used to achieve the objectives

of the study.

61
Table 3.1: Number of firms registered with REDAN in selected states of North-central
Nigeria
S/No. State No of Member Firms

1 Niger 60

2 Nassarawa 52

3 Kogi 80

4 FCT 145

Total 337

Source: REDAN, 2020

3.6.1 Questionnaires

Questionnaires is one of the most widely used social research techniques. The idea of

formulating precise written questions, to find answer to the issues (Ololude, 2006).

Questionnaire is a research instrument consisting of set of question (items) intended to

capture responses from respondents in a standardized manner (Bhattacherjee, 2012). For the

purpose of this research a total of 337 structured questionnaires were administered to

companies handling the estate projects and that belong to Real Estate Development Agency

of Nigeria and a total of 310 were returned filled.

3.7 Method of Data Presentation and Analysis

The data extracted from the questionnaire was processed and analyzed using the descriptive

statistical method which includes percentages, tables and ranking method.

SPSS 23.0 and AMOS 21.0 was used to analyze the data. Partial Least Square (PLS) was

used to test the hypotheses in this study, as PLS provides an appropriate analytical method

for examining the relationships among variables, especially in multivariate structures. PLS

62
also elicits analysis results that consider the measurement error of the measurement tools. As

such, PLS describes better analysis results for social phenomena compared to other analytical

methods such as regression. In addition, it has an advantage in terms of examining multiple

independent variables simultaneously. For these reasons, PLS was employed in the present

study. According to Anderson and Gerbing (2013), a two-step approach is often preferred in

PLS. To analyze the measurement model, a confirmatory factor analysis (CFA) with a

maximum likelihood estimation method was conducted. After CFA, structural relationships

among latent variables were analyzed using Partial Least Square.

63
64