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China's construction industry is the world second largest after the US, with a total output of US$151 billion in 2000 (US Department of Commerce, 2000). With China being a member of the World Trade Organisation (WTO), influx of foreign multinational corporations and hoisting of the 2008 Olympics, the construction sector is booming (Ling et al, 2005). However, Chinese Contractors are often accused of poor performance and low effectiveness in terms of quality and profitability (Yao, 1998; Sha and Lin, 2001).

Liu (2003) says that the clients, contractors and project teams are often the foci for studying the pursuit of quality in building procurement as they are considered to be the participants in the input-transformation-output process of the quality product. However, quality should not be the Holy Grail for some but a quest by all. It is argued that occupants/users' feedback of building performance, particularly in the case of repetitive (similar) building forms, provides the most suitable basis for refining future project goals-especially quality-oriented goals; after all, the building functions to serve the users. In evaluating the quality of a construction project, the usual idea is that if the completed project satisfies the client, then it can be said that the quality management process has functioned effectively. However, the evaluation concept is much more complex and leads to questions such as what constitutes satisfaction, who are the claimants on the project whose feelings of satisfaction are important, what is the relationship between project goal attainment and satisfaction and how these issues should inform judgement of the quality of the output?
Quality control is used to monitor specific projects results to determine if they comply with relevant quality standards and identifying ways to eliminate the cases of unsatisfactory performance. Lee and Arditi (2004) say it involves the measuring of the conformance of activities to standards previously set in the quality plan. According to Winch et al (1998), PQP defined quality control as the specific implementation of the quality assurance programme of plan and includes checking and reviewing design related activities. Effectively used quality control reduces the possibility of errors and omissions.
Quality control is one of the project quality management system components. According to PMI, (2000), the project quality management system components include; quality planning, quality assurance and quality control.


The study will contribute to the body of knowledge in the following ways:

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