Factors Affecting Quality of Construction Projects in Swazilland
Factors Affecting Quality of Construction Projects in Swazilland
Factors Affecting Quality of Construction Projects in Swazilland
“Revolutionizing the Architecture, Engineering and Construction Industry through Leadership, Collaboration and Technology”
March 5th-7th, 2017, Dubai, United Arab Emirates
Clinton Aigbavboa
Associate Professor, University of Johannesburg, Johannesburg, South Africa
[email protected]
Ernest Dlamini
Graduate Student, University of Johannesburg, Johannesburg, South Africa
[email protected]
Abstract
Quality of projects is one of the traditional and global measure of project performance. For construction
projects, the goal and desire of clients, contractors and consultants is to ensure that projects are delivered
according to acceptable and agreed standards. In this study, various factors affecting performance quality of
construction projects were examined with a view to suggesting improvement measures. Using various
variables from relevant literature as the basis, data were obtained through the use of questionnaire
administered on contractors, architects, engineers, quantity surveyors as well as project and construction
managers. It was discovered that major factors affecting performance quality of construction projects in the
study area are related to the use of unskilled and incompetent trade contractors. More so, there is poor on-site
supervision and lack of commitment by supervising team shouldered with the responsibilities of ensuring
compliance to approved standard. Other issues are related to poor planning and scheduling as well as
inadequate knowledge, training and skills of construction workmen. To minimize the impact of these factors
and improve performance quality of construction projects, proper and modern construction equipments,
techniques and methods should be adopted by construction firms, there should be proper site management
and supervision to ensure conformance with drawings and specification and adequate project duration should
be allocated and stated in the contract documents.
Keywords
Construction Project, Performance Improvement, Project Performance, Project Quality.
1. Introduction
In executing construction projects, achieving quality is one of the ultimate objectives of all stakeholders
(Ofori, 2006). Quality can be described as meeting specifications and approved standard agreed by
stakeholders. It was also described as the totality of features and characteristics of production process that
bear on its ability and capacity to satisfy the stated need or fitness (Aoieong, et al., 2002). Nonetheless, Jha
and Iyer (2005) concluded that this has been extremely difficult to achieve in practice.
In developing countries like Swaziland, poor productivity was seen as a major concern in the construction
industry. Judging by the number of companies listed in the registry of the Ministry of Public Works and
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Transportation (MOPWT) and by Construction Industry Council (CIC) as regulated and launched on 13 June
2013, the rate of competition is so high such that grading must rely on performance versus a quality product
and conforming to the CIC regulations. Although literature exists on contractor performance in the
construction industry, the need to evaluate the critical factors affecting the quality performance of
construction projects was fitting as they constitute a greater percentage of contractors in developing countries.
This will provide data for performance improvement in the quest of enhancing better productivity and overall
performance of the construction industry.
Atkinson et al (1997) reveals that client’s will are not satisfied if the end product fails to meet their price,
quality, time frame, functionality and delivery performance standard. In view of this, the consultants will not
develop the skills and knowledge, or make the effort to design and manage processes, unless the client meets
their required employment conditions. More so, the contractors and suppliers may not continue to deliver
good products and resources to clients or to any company that fails to give them an opportunity to earn a
reasonable return on the investment of their time and capital. As a result, end-users will not be happy if the
end product does not meet their requirements in terms of functionality and quality of service. In essence,
successful stakeholders’ performance has to be measured and managed in order to ensure their continual
participation and co-operation in a construction project. In addition, the construction industry has the potential
to reshape communities and their environments (Moodley and Preece, 1996). The industry is no longer
isolated from the pressures and demands of society. Unlike many other industries, the construction industry
has the ability to have a more profound impact through its end products. Enshassi, et al., (2009) highlights
that owners and contractors believed that current workload or number of projects at hand hardly affects the
performance quality of projects.
Reviewing literature for potential factors that affect quality performance, Jha and Iyer (2005) identified
among other factors; lack of management commitment to continual quality improvement; lack of quality
training of staff; management leadership; and efficient team work among stakeholders. It was further stated
that material and equipment cost rarely affect the cost performance in construction projects. The rate of
material ordered and delivered late to construction sites is also another constraint affecting time performance
as it is related to contractual relationships between consultants and contractors (Enshassi et al., 2009). Factors
affecting the cost and quality of construction were studied by Jamaludin, et al., (2014), they include fraudulent
practices and kickbacks; incorrect planning; level of competition; number of competitors; lack of coordination
between designers and contractors; poor financial control on site; wastage on site; previous experience of
contractor and frequent design changes. Mallawaarachchi and Senaratn (2015) identified lack of technical
and professional expertise and resources to perform task, lack of employee commitment and understanding
and lack of education and training to drive the improvement process.
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Other factors affecting performance quality of construction projects included project managers competence,
poor monitoring and feedback, lack of on-site project manager, inadequate project team capability, poor
planning and control techniques, poor/insufficient information and communication channels, lack of early
and continual client/consultant consultation by contractor and insufficient project managers experience
(Ofori, 2006; Mane and Patil, 2015). Enshassi, et al., (2009) further stated that the average delay in payment
from client to contractor affects the performance of construction project.
3. Research Methodology
Using survey design, the study was conducted in Hhohho region of Swaziland due to high number of
population and construction developments in the area. targeted respondents were building and civil
contractors and consultants (architects, quantity surveyors as well as project and construction managers) that
are registered with the Construction Industry Council (CIC) and Ministry of Public Works and Transport for
the financial year 2015/2016. Registration with the bodies was on-going at the time of this study but the
population included the already registered members. The study was limited to the formal sector because there
is no database on the registered companies within the CIC for the informal sector. Since this research is
quantitative in nature, the study adopted standardized questionnaires which was designed based on findings
from the literature as well as the objectives set for this research.
The questionnaires were designed in English as it is the common international language and respondents
could read and understand the questions. The questions were designed using Likert scale structured to five
scaling, that is, 1=Strongly Disagree (SD); 2=Disagree (D); 3=Neutral (N); 4=Agree (A); and 5=Strongly
Agree (SA). Mean item score (MIS) was adopted to calculate the total weighted responses and it was further
used to rank the order of importance of highlighted variables in conjunction with Standard Deviation.
Due to various factors influencing quality performance of construction projects, different means of improving
the quality were examined and highlighted in table 2. The most important performance quality improvement
factors are concerned with the use proper and modern construction equipment as well as allocation of
adequate project duration. Use of suitable construction methods to suit specific project; proper structured site
management and supervision; conformance with construction drawings and specification; clear information
and communication channel; proper coordination between the construction team; appointment of experienced
contractors; adequate planning and organizing; having complete and suitable designs at the right time are also
important.
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Table 1: Factors Influencing Project Performance Quality
Discussion of findings
The major factors influencing quality performance of projects are related to the use of unskilled sub-
contractors, poor site supervision, construction labor skills, poor planning and scheduling, lack of
communication, and the scarcity of resources. In view of this, Leonard (2008) observed that reduced
subcontractor responsibility assist in improving quality among construction projects. Issue of poor on-site
monitoring and feedback as well as poor planning and scheduling are major factors in project quality
performance. Rizwan (2008) concluded that most projects suffer because of lack of communication and
wrong channels to communicate, plan and monitor, while a study by Mane and Patil (2015) revealed that low
quality and scarcity/ poor availability of resources majorly affect quality performance to a very large extent.
The study revealed diverse ways of improving quality performance of construction projects. In agreement
with the study, Mallawaarachchi and Senaratn, (2015) as well as Jamaludin, et al., (2014) noted that high
experience and qualifications of personnel involved in a construction project will assist the project parties to
implement their project goals professionally leading to better performance of quality, time, cost, productivity
and safety of the project. More so, Arditi and Mochtar,(2000) noted that productivity in the construction
industry is not only influenced by labor, but also by performance of equipment, materials, construction
methods, experienced contractors and site management, this is in agreement with the findings of this study.
In view of these challenges and problems areas relating to project quality performance, various performance
improvement measures need to be adopted to reduce or eliminate the challenges. Due to changing nature of
the construction industry, project are becoming complex and this call for the adoption of modern technologies
and equipments for better performance. More so, experienced and skilled contractors and consultants should
be engaged and there should be adequate supervision and site
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management to ensure compliance to approved standard. Quality assurance programs should also be introduced
and implemented in construction companies and such should form the basis for grading and registration of the
companies by Construction Industry Council.
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