IMPLEMENTATION OF QUALITY MANAGEMENT SYSTEM (QMS) IN THE

DPWH PANGASINAN SECOND DISTRICT ENGINEERING OFFICE

DURING PANDEMIC

A Thesis
presented to the Faculty of
Pangasinan State University
OPEN UNIVERSITY SYSTEMS
Lingayen, Pangasinan

In Partial Fulfillment
of the Requirements for the Degree
Master in Development Management
Major in Public Mnaagement

MARY EBONEE MANUCAY

June 2022
 CHAPTER 1

THE PROBLEM

Background of the Study

Quality management system (QMS) provides generic guidance and

requirements for establishing an appropriate quality management procedure, in order

to lower cost, increase productivity, customer's satisfaction, and market share in the

organizations since the last two-decade. In construction industry, it can assist the

companies to achieve successfully their objectives and ensure that all phases of

construction project consistently meet client's requirements. (Neyestani, 2016a)

A quality management system (QMS) is defined as a formalized system that

documents processes, procedures, and responsibilities for achieving quality policies

and objectives. A QMS helps coordinate and direct an organization’s activities to meet

customer and regulatory requirements and improve its effectiveness and efficiency on

a continuous basis. ISO 9001:2015, the international standard specifying requirements

for quality management systems, is the most prominent approach to quality

management systems. Successful implementation of QMS is to take it as a strategic

decision for the organization. The purpose of quality management system can be

namely such as reducing possible errors all phases of projects by proper control,

finding faults/errors soon, measuring to avoid repeated mistakes, and determining and

initiating corrective action/preventive measures. (Aized, 2012)

Internationally, the positive effects of the adoption of QMS implementation

have been observed in numerous studies. From the perspective of contractors, QMS

was found to have positive impacts in realizing critical success factors manifested on

the iron triangle namely scope, time and cost. Also, QMS was found to have a positive

2
effect on overall client satisfaction. For example, a study of Indian contractors found

that QMS has a positive effect on time, cost and quality. The same effects have also

been observed in studies conducted among Malaysian and Nigerian construction firms.

In the Philippines, it is the government which took the lead in the adoption of

QMS standards to manage enhance and standardize its quality of public service

delivery and to become consistent with the requirements of the International

Organization for Standardization (ISO). Under the administration of Secretary Rogelio

Singson, the DPWH adopted and created ISO Quality Management System (QMS)

Teams upon the release of Department Order No. 73, s. 2012 consistent with the

requirements of the International Organization for Standardization (ISO). The teams

include Top Management, Overall Quality Management Representative, QMS Core

Team, QMS Secretariat, Bureau/service and RO/DEO QMR, and Bureau/service and

RO/DEOOMS Core Team.

The effectiveness of QMS implementation was put to the test in the Duterte

Administration as it pursued its Build, Build, Build Program. On the 25th of April 2017,

the Duterte administration unveiled Build, Build, Build (BBB)— an initiative dubbed as

“the boldest infrastructure development program in recent Philippine history”. Pledged

to usher a “golden age of infrastructure,” the government’s infrastructure drive aims to

invest from PhP 8- to PhP 9 trillion across nearly five thousand projects in the next four

years, including in 75 flagship ventures. But not only are BBB’s heightened ambitions

limited to boosting in infrastructure expenditure in itself; the program is also aimed at

massively expanding the scale of its flagship projects, relative to those in past

presidencies. (Cruz et al., 2018)Based on 2017 estimates of the Ateneo Policy Center,

for one, the estimated cost of the average flagship project planned by the Duterte

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government (PhP 30 billion) is practically three times that during the administration of

Pres. Benigno Aquino III (PhP 11 billion), with a significant number of such projects

now consisting of region-linking transport initiatives such as large-scale railways and

island-linking bridge projects, compared to sub-regional projects during earlier

administrations.(Mendoza & Cruz, 2017)

The BBB program should be clearly defined in terms of what it really is and

what it covers. Based on available data and information, the study examines the

implications of these projects on the PDP targets. Such understanding is envisioned to

guide crafting of future public policy relating to accelerating infrastructure development

and, prioritization of infrastructure projects. Nevertheless, due to challenges in data

collection, detailed analysis will be limited to select projects (e.g., infrastructure

flagship projects) under the BBB program for which data have been collected. The

study finds that the latest list of infrastructure flagship projects is responsive to PDP

targets in the area of information and communications technology, transport and

mobility, water resources, and power and energy. No major capital projects address

the PDP targets in the area of social infrastructure (e.g., school buildings and health

facilities), and technology adoption and innovation. Thus, attainment of the relevant

PDP targets will depend mainly on priority infrastructure projects in the Public

Investment Program (PIP) 2017-2022. (Cuenca, 2021)

The BBB program will provide positive effects on the country’s economy. For

one, there is projected boost in the country’s competitiveness resulting from being at

par with international standards when it comes to infrastructure development (Angara,

2017). This anticipated improvement in our competitiveness ranking is expected to

attract foreign direct investments (FDIs) in the country and all the positive multiplier

4
effects associated with them. Moreover, as Budget Secretary Diokno asserted, the

program would be helpful in sustaining the country’s economic growth target of 7

percent for the next 10 years (Chatterjee and Nangoy, 2018).

Studies conducted on construction projects in the country have found that

quality management system implementation were shown to have a positive effect on

customer satisfaction, time, cost and to a minimum extent, the scope of the

construction projects. To motivate construction firms involved in projects in

CALABARZON to adopt ISO standards, it was found that client imposition, bidding

qualification and desire to increase customer satisfaction were drivers of QMS

adoption. It was also found that QMS implementation is significant in the reduction of

quality costs among large-scale construction firms involved in public construction

projects within Metro Manila.

With the aggressive implementation of the Build, Build, Build program of the

Duterte administration and the onset of the CoVID-19 pandemic, this study aims to

explore the effectiveness of the implementation of quality management system in

realizing the success of various construction projects as manifested in the project

success criteria of scope, time and cost despite the foregoing challenges. This also

study aims to contribute to the minimal availability of research focusing on DPWH’s

adoption of quality management system.

Statement of the Problem

The researcher aims to evaluate the effectiveness of implementation of quality

management system in selected non-priority infrastructure projects under the Build,

Build, Build program within the jurisdiction of Department of Public Works and

Highways (DPWH) Pangasinan Second District Engineering Office.

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 Specifically, it sought answers to the following questions:

1. What is the profile of the infrastructure project subject for evaluation including

the:

a. Project Description;

b. Project Objectives;

c. Location;

d. Project Duration; and

e. Project Cost?

2. What is the level of effectiveness of the implementation of quality management

system in the Second District Engineering Office of DPWH Pangasinan during

pandemic in achieving the following project success factors:

a. Scope;

b. Time; and

c. Cost

3. Is there a significant difference in the effectiveness of quality management

system (QMS) implementation among selected infrastructure projects?

4. What framework can be proposed based on the results to enhance the

implementation of quality management?

Research Hypothesis

Based on the research problems, the following hypotheses were formulated:

1. There is a significant difference in the effectiveness of quality management

system (QMS) implementation among selected projects.

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Scope and Delimitation

The study will be focusing on the effectiveness of quality management system

in selected non-priority infrastructure projects under the Build, Build, Build program

within the jurisdiction of Department of Public Works and Highways (DPWH)

Pangasinan Second District Engineering Office. It is delimited by the following factors:

Selected Infrastructure Projects. It will only focus on the four (4) identified

non-priority infrastructure projects under the Build, Build, Build program which will be

presented in the Review of Related Literature and Studies and presented in the

analysis of data. These includes construction and improvement of access roads in the

Municipalities of Mangatarem, Lingayen, and San Fabian.

Quality Management. This study will be focusing on the implementation of

quality management for the identified infrastructure projects.

Respondents. There are two respondent groups who will be participating in

the study. First, are DPWH Pangasinan 2 nd DEO employees who worked on the project

from planning, implementation, and its eventual completion. Second, are the

contractors and their employees who won the bid for identified projects and worked in

its construction. With this, while their number will be maintained, the respondents who

will participate in the study will vary for each project depending on their involvement.

Significance of the Study

The study will provide the Department of Public Works and Highways a

significant insight on the adoption of a viable framework for the measurement of the

effectiveness of adoption of quality management system in various infrastructure

projects. Specifically, it will be beneficial to the following groups:

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 Department of Public Works and Highways. This study will provide the

agency a valuable insight on the effectiveness of quality management system on

success of various infrastructure projects particularly in the implementation of the

Duterte administration’s flagship Build, Build, Build (BBB) Program.

DPWH Pangasinan 2nd District Engineering Office. It will be beneficial to

the district engineering office by providing a nuanced, science-based evaluation

process for its implemented projects independent of accepted evaluation frameworks

adopted by the agency. This provides a point-of-comparison for bureaucrats whether

assessments made are consistent with those carried out by an independent researcher.

Project Stakeholders. This will provide stakeholders an overview on the

importance of quality management system in meeting project success criteria.

Project Managers. This will add insight to managers on how to leverage

quality management systems in ensuring that critical success factors of scope, time,

and costs are met if not exceeded regardless of the nature/type of infrastructure

project.

Contractors and Suppliers. This provides contractors and suppliers a new

benchmark for ensuring that the specifications outlined in the project are met during

construction and the eventual completion of the infrastructure project.

LGU. This will be significant to the recipient locale of the infrastructure project

by providing them with an objective way to measure the effectiveness of quality

management system in project implementation in order for them to have a gauge

whether the long term benefits to the locale promised by the project will eventually be

realized for the LGU.

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 Community. This will be important to the community to make sure that they

reap the benefits of the project in an orderly, timely, and cost-efficient manner that

does not cost prolonged disruption to their way of life.

Future Researchers. This will add to the growing knowledge of quality

management and will provide researchers an added resource for their future related

endeavors.

Definition of Terms

To clarify and to deliver a better understanding of the study, the following

significant terms are operationally defined:

Build, Build, Build Program. Build, Build, Build (BBB) is the ambitious P8- to

P9-trillion infrastructure development program of the current Duterte administration,

pledged to usher in a “golden age of infrastructure.”

Budget/Cost. The approved estimate for the project or any work breakdown

structure or any scheduled activity.

Department of Public Works and Highways (DPWH). It is the executive

department of the Philippine government solely vested with the Mandate to “be the

State's engineering and construction arm” and, as such, it is “tasked to carry out the

policy” of the State to “maintain an engineering and construction arm and continuously

develop its technology, for the purposes of ensuring the safety of all infrastructure

facilities and securing for all public works and highways the highest efficiency and the

most appropriate quality in construction” and shall be responsible for “(t)he planning,

design, construction and maintenance of infrastructure facilities, especially national

highways, flood control and water resources development systems, and other public

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works in accordance with national development objectives,” provided that, the exercise

of which “shall be decentralized to the fullest extent feasible.”

District Engineering Office (DEO). The DPWH District Engineering Office

primarily exercises the Mandate of the department over an identified geographical

jurisdiction.

Framework. It is a particular set of rules, ideas, or beliefs which you use in

order to deal with problems or to decide what to do.

Infrastructure Project. Include the construction, improvement,

rehabilitation, demolition, repair, restoration or maintenance of roads and bridges,

railways, airports, seaports, communication facilities, civil works components of

information technology projects, irrigation, flood control and drainage, water supply,

sanitation, sewerage and solid waste management systems, shore protection,

energy/power and electrification facilities, national buildings, school buildings, hospital

buildings, and other related construction projects of the government. For purposes of,

and throughout this IRR, the term “Infrastructure Projects” shall have the same

meaning as, and shall be used interchangeably with, “civil works” or “works”

Local Government Unit. The administrative division of local government in

the Philippines into three levels: provinces and independent cities, component cities

and municipalities, and barangays, all of which are collectively known as local

government units (LGUs).

Quality Management System. The organizational framework whose

structure provides the policies, processes, procedures and resources required to

implement the quality management plan.

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 Project. A temporary endeavor undertaken to create a unique product, service

or result.

Project Manager. The person assigned by the performing organization to lead

the team that is responsible for achieving project objectives.

Project Success Factors. Factors that reflect the success of the project which

usually includes time, cost, scope, and quality and the eventual achievement of the

project objective.

Scope. The sum of the products, services, and results to be provided as a

project.

Stakeholder. An individual, group, or organization that may affect, be affected

or perceived itself to be affected by a decision, activity, or outcome of a project,

program or portfolio.

Time. This refers to the entirety of the project schedule including the linked

activities with planned dates, durations, milestones and resources.

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 CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

The literature and studies mentioned in this chapter are composed of relevant

discussions of the different facts and findings, concept, ideas, principles, and

generalization or conclusions related to the quality management of infrastructure

projects and related studies in local and foreign contexts on project quality

management with emphasis on infrastructure development.

Related Literature

A quality management system (QMS) is defined as a formalized system that

documents processes, procedures, and responsibilities for achieving quality policies

and objectives. A QMS helps coordinate and direct an organization’s activities to meet

customer and regulatory requirements and improve its effectiveness and efficiency on

a continuous basis. ISO 9001:2015, the international standard specifying requirements

for quality management systems, is the most prominent approach to quality

management systems. While some use the term "QMS" to describe the ISO 9001

standard or the group of documents detailing the QMS, it actually refers to the entirety

of the system. The documents only serve to describe the system. Implementing a

quality management system affects every aspect of an organization's performance.

Among the benefits of a documented quality management system include: meeting the

customer’s requirements, which helps to instill confidence in the organization, in turn

leading to more customers, more sales, and more repeat business; meeting the

organization's requirements, which ensures compliance with regulations and provision

of products and services in the most cost- and resource-efficient manner, creating

room for expansion, growth, and profit These benefits offer additional advantages,

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including: defining, improving, and controlling processes; reducing waste; preventing

mistakes; lowering costs; facilitating and identifying training opportunities; engaging

staff; setting organization-wide direction; and communicating a readiness to produce

consistent results.

ISO (the International Organization for Standardization) is a worldwide

federation of national standards bodies (ISO member bodies). Quality system was

introduced by ISO on 15, March 1987. ISO is compatible with proprietary approaches

to quality management such as those recommended by Deming, Juran, Crosby, and

non- proprietary approaches such as TQM, Lean Six Sigma, FMEA, COQ, and other

continuous improvement techniques (PMI, 2008).

Successful implementation of QMS is to take it as a strategic decision for the

organization. The purpose of quality management system can be namely such as

reducing possible errors all phases of projects by proper control, finding faults/errors

soon, measuring to avoid repeated mistakes, and determining and initiating corrective

action/preventive measures (Aized, 2012). According to the latest survey of ISO

(2014), 1,609,294 ISO certificates were issued, and the majority of them were

belonged to QMS standard or 1,138,155 ISO 9001 certificates issued that met the

requirements of QMS under external audit of third-party or Certification Body (UNIDO,

2012). Approximately, 1600 ISO 9001 certificates issued for different industries in the

Philippines by 2014.

ISO (technical committee ISO/TC 176) has been published five editions for ISO

9000 certification. The ISO 9000:1987 was included three standards for quality

assurance: ISO 9001, ISO 9002, and ISO 9003 for being a model for quality assurance

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in only final inspection and testing. The first version of QMS standard or ISO

9000:1994

emphasized on quality assurance via preventive actions added. ISO 9001:2000 was

integrated ISO 9001, 9002 and 9003 into one standard or ISO 9001 and making new

standard, its main aim was to shift from “quality assurance” to “quality management”

(UNIDO, 2012). Accordingly, it made a radical change in thinking based on process

approach, structure (8 clauses), and customer satisfaction. The third version was

published in Nov. 2008 with minimal changes made from the 2000 version but greater

emphasis on customer focus and satisfaction (ISO, 2010). The main purpose of ISO

9001:2008 is to clarify existing requirements and to improve consistency of approach

with other management standards like EMSs. Recently, ISO 9001:2015 (5th ed.) was

published in Sep. 2015. The latest edition is generated a radical change in thinking

based on the identification of risk and risk control, structure with 10 clauses.

Furthermore, this version can be integrated much better with other management

standards (ISO, 2015d).

The ISO 9000 family for QMS is included (ISO, 2010): ISO 9000 – Quality

management systems — Fundamentals and vocabulary; ISO 9001 – Quality

management systems — Requirements; ISO 9004 – Managing for the sustained

success of an organization — A quality management approach, and; ISO 19011 –

Guidance for internal and external audits of quality management systems.

ISO 9000 or “quality management principles” are a set of fundamental beliefs,

norms, rules and values that are accepted as true and can be used as a basis for

quality management (ISO, 2015c). It is a framework to guide their organizations

towards improved performance. ISO 9000:2005 has eight quality management

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principles. Recently, new version of quality management principles was published as

ISO 9000:2015 that has seven principles only such as (ISO, 2015c): 1) Customer

focus; 2) Leadership; 3) Engagement of people; 4) Process approach; 5)

Improvement; 6) Evidence-based decision making, and 7) Relationship management.

Figure 1. QMS Framework in 2008 and 2015 version.

ISO 9001 or “quality management certification” is a standard that sets out the

requirements that are generic and are intended to be applicable to all organizations,

regardless of their type, size and product provided for quality management system,

technical committee of ISO which is TC-176 formulates all the standards of ISO 9001

(khattak, and Arshad, 2015). In ISO 9001:2008, the standard emphasizes more on

customer satisfaction through fulfillment of its requirements (Kuen and Zailani, 2007).

ISO 9001 does not specify what the objectives relating to “quality” or “meeting

customer needs” should be. Instead, it requires organizations to define these

objectives themselves and continually improve their processes in order to reach them

(ISO, 2015b). All organizations use processes to achieve their objectives, ISO defined

15
process as set of interrelated or interacting activities that use inputs to deliver an

intended result (ISO, 2015d). Thus, ISO 9001: 2008 and 2015 both are based on

process approach. The intention of the process approach is to increase an

organization's effectiveness and efficiency in achieving its defined objectives and

customer's satisfaction. Also, it helps the organizations to control the linkages between

processes and the interfaces between the functional hierarchies of the organization

(ISO, 2008). The process approach in ISO

9001:2008 incorporates the PDCA cycle and preventive action-based under the

identification and elimination of the root causes of the problems (e.g. errors, defects,

lack of adequate process controls) (ISO, 2008), whereas ISO 9001:2015 incorporates

the PDCA cycle and “risk-based thinking” (ISO, 2015d).

ISO 9004 (2009 version, 4th ed.) is another standard of QMS family that leads

for the sustained success of an organization. Its emphasis is to address the needs and

expectations of all the interested parties of the organization (employees, owners,

suppliers, partners, and society in general), in order to achieve sustained success (ISO,

2010). ISO 9004 can guide top management wishes to extend the benefits of ISO

9001 in pursuit of systematic and continual improvement of the organization's overall

performance, and it can be used separately or in combination with ISO 9001 (ISO,

2009). ISO 19011 (2011 version, 2nd ed.) is the only QMS standard, which is exclusive

to audit (internal and external) QMS and EMS. Effective audits ensure that an

implemented QMS meets the requirements specified in ISO 9001.

Under the administration of Secretary Rogelio Singson, the DPWH adopted and

created ISO Quality Management System (QMS) Teams upon the release of

Department Order No. 73, s. 2012 to enhance and standardize the Department's

16
quality of public service delivery and to become consistent with the requirements of

the International Organization for Standardization (ISO). The teams include Top

Management, Overall Quality Management Representative, QMS Core Team, QMS

Secretariat, Bureau/service and RO/DEO QMR, and Bureau/service and RO/DEOOMS

Core Team.

The top management team (MANCOM) ensures availability of necessary

resources for the development and implementation of the QMS, establishes and

maintains the QMS documentation requirements, necessary processes of the DPWH

management system, and continual improvement mechanisms; reviews the QMS

periodically and ensure that results of management reviews are in the form of specific

actions; and ensures that the continual improvement of the QMS is effectively planned

and implemented.

The Overall Ouality Management Representative (QMR) oversees the overall

affairs of the QMS not the operation of function areas; initiates the QMS activities and

monitors the implementation, as a delegated task from Top Management; ensures that

processes needed by the QMS are established, implemented and maintained; reports

to top management on the performance of the QMS and any need for improvement;

ensures the promotion of awareness of customer requirements throughout the

organization; and acts as liaison with external parties on matters relating to the QMS.

The Overall OMS Core Team provides technical support in the establishment

and implementation of the DPWHQMS; Plans and prepares all the QMS documentation

requirements that are implementable DPWH-wide; cascades information on QMS

matters to different offices and ensures implementation accordingly; acts as overall

team leaders of the assigned sub-team such as the Training and Education, Document

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and Record Control, Workplace Organization, and Internal Quality Audit; and, reports

to the Overall QMR and Deputy QMR on QMS updates.

The Overall OMS Secretariat provides administrative support in the QMS project

implementation, such as coordination with the consultants and preparation of

necessary logistics; assists in planning the project activities to ensure the successful

implementation; coordinates the activity schedule and necessary logistics, and other

QMS requirements within the Department or through the Overall QMS Core Team; and,

assists in monitoring the completion of the assigned tasks of the overall QMS core

team and other officers.

The Bureau/service and RO/DEO QMR oversees the overall affairs of the QMS

in respective office; Initiates the QMS activities and monitors the implementation

within the office, as a delegated task from Top Management; Ensures that processes

needed by the QMS within the office are established, implemented and maintained;

reports to the concerned QMR on the performance of the QMS and any need for

improvement; and ensures the promotion of awareness of customer requirements

throughout the office.

The Bureau/service and RO/DEO QMS Core Team provides technical support in

the establishment and implementation of the DPWHQMS within the office; plans and

prepares/ drafts QMS documentation requirements that are implementable within the

office; cascades information on QMS matters to respective office and ensures

implementation accordingly; acts as team leaders of the assigned sub-teams such as

the Training and Education, Document and Record Control, Workplace Organization,

and Internal Quality Audit; and, reports to the Office QMR on QMS updates.

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 The Annex G Handbook on Philippine Government Procurement provides the

Guidelines for the Procurement and Implementation of Contracts for Design and Build

Infrastructure Projects. These guidelines shall govern the procurement and

implementation of contracts for design and build infrastructure projects and shall

supplement applicable provisions of Republic Act No. 9184 (RA 9184). These guidelines

are formulated to determine the conditions for the use of the design and build scheme

for infrastructure projects and the procedures for the implementation thereof. The

contact implementation includes a provision which requires contractors to submit a

detailed program of work which includes a “Description of the quality control system to

be utilized for the project.”

Kerzner (2010) explained the project can be any series of activities and tasks

that being completed within certain specifications and consuming resources throughout

several functional lines for getting specific objectives. One important aspect of project

management is analyzing the information related to the optimum balance among the

project's objectives (Hajiagha et al., 2015). These goals should be based on the

organization and business objectives to survive in the market and competing with

other companies, project management has a significant role to achieve theses

objectives. As in any other business, construction projects are aiming to achieve

success, and the project success depends on its expectations and how they are fulfilled

(Proust, 2011), in order to meet the project requirements successfully (PMI, 2008).

Extremely, it is essential to identify and focus on construction project objectives as the

results of project. A survey was conducted among international organizations in Gaza

Strip-Palestine by Enshassi et al. (2014), revealed that the vital factors cooperate to a

successful post-evaluation system in construction projects, and these elements are

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namely cost, time, quality, project efficiency, owner's satisfaction, project

effectiveness, safety, risk, HR, communication, procurements, and environment. As

presented in Table 3, several authors have researched the subject on project success

as critical factors, but the concept of project success is still remained ambiguously

defined. It seems that the identification of project success is complicated (Neyestani,

2016). Some authors like Kerzner (2010) specified the project' success as the one that

assesses both primary and secondary factors (customer's satisfaction). Primary factors

include meeting deadlines, budget limit and the level of expected quality (iron triangle)

in construction projects (Varajão et al., 2014), these factors to be criteria for real and

balanced achievement of construction projects objectives (Golob et al., 2013).

Similarly, a total of 112 questionnaires to large and medium sized organizations

in Indian construction industry showed that in successful companies, time (89%), cost

(79%) and quality (74%) are respectively as most important factors for successful

projects (Tabish and Jha, 2012). Therefore, money (cost), time (delay), and quality

(process, performance, products, etc.) are reliable, countable, and controllable notions

that managers and practitioners are used to considering as main criteria of project

success. These three factors are predominant in the management of usual construction

projects (Proust, 2011). Doubtlessly, iron triangle is more significant, due to their

significant effect on obtained results for being successful in project management that

cost and time of the project is minimized while the project quality is maximized

(Hajiagha et al., 2015). Also, the critical success processes (CSPs) research model is

explained the success project can be affected by: schedule overrun, cost overrun,

project performance, and funder's satisfaction (Zwikael and Smyrk, 2011; Neverauskas

et al., 2013). Accordingly, the vital elements of the projects can be defined as the

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organization objectives (Internal factors), and business objectives (external factors)

that are related to client's satisfaction (customer's satisfaction) and market.

To manage the projects under construction of the district engineering offices

during the pandemic, the DPWH issued Department Order No. 39, s. 2020 which

included the Revised Construction Safety Guidelines for the Implementation of

Infrastructure Projects During the Covid-19 Public Health Crisis. This provides

guidelines for project implementation in various localities depending on the

classification of the area under IATF guidelines. It also contains provision for

monitoring and enforcement and penalties for violation of any provision of the

guidelines.

Projects are performed by people and for people. This performance domain

entails working with stakeholders to maintain alignment and engaging with them to

foster positive relationships and satisfaction. Stakeholders include individuals, groups,

and organizations. A project can have a small group of stakeholders or potentially

millions of stakeholders. There may be different stakeholders in different phases of the

project, and the influence, power, or interests of stakeholders may change as the

project unfolds. Stakeholder engagement entails working collaboratively with

stakeholders to introduce the project, elicit their requirements, manage expectations,

resolve issues, negotiate, prioritize, problem solve, and make decisions. Engaging

stakeholders requires the application of soft skills, such as active listening,

interpersonal skills, and conflict management, as well as leadership skills such as

establishing the vision and critical thinking. Stakeholders permeate all aspects of the

project. They define and prioritize the requirements and scope for the project team.

They participate in and shape the planning. They determine acceptance and quality

21
criteria for the project deliverables and outcomes. Much of the project work is around

engaging and communicating with stakeholders. Throughout the project or at its

closure, they use the project deliverables and influence the realization of project

outcomes. Some stakeholders can assist in lowering the amount of uncertainty present

on a project while others may cause an increase in uncertainty. Stakeholders such as

customers, senior management, project management office leads, or program

managers will focus on measures of performance for the project and its deliverables.

These interactions are samples of how the Stakeholder Performance Domain integrates

and interweaves with other performance domains, though they are not inclusive of all

the ways stakeholder concerns interact throughout the performance domains.

Related Studies

Construction industries have a poor reputation in terms of finishing projects on

budget. Nine out of ten projects normally experience cost overrun. Different causes for

cost overrun have been identified. This paper critically reviews the literature

concerning cost overrun in construction projects in different countries to identify the

main potential causes. 173 causes of cost overrun have been found in seventeen

contexts with the main potential causes being: frequent design change, contractors’

financing, payment delay for completed work, lack of contractor experience, poor cost

estimation, poor tendering documentation, and poor material management. (Aljohani

et al., 2017)

The main aim of this article was to evaluate the impact of QMS implementation

on main factors of construction projects in Metro Manila, Philippines. For this intention,

the study was conducted an in-depth literature review from different books, journals,

and websites, in order to understand profoundly quality management system, identify

22
the characteristics of the vital factors of construction projects, and the findings of

empirical studies concerning the effects of QMS on construction projects.

Subsequently, a questionnaire was designed based on previous studies and then

distributed randomly among the 37 managers with the aim of collecting data. Finally,

the analysis of data was accomplished by descriptive statistics to find the results and

conclusion. The findings have shown that the implementation of QMS can be affected

mostly on customer's satisfaction, followed by cost, and time respectively, while

minimum effectiveness of QMS was on scope (quality) through QMS implementation in

construction projects in Metro Manila. (Neyestani, 2016a)

The purpose of this research is to determine the significant factors that will

motivate SME-based construction firms in the Philippines to implement ISO 9001:2008.

A field study was conducted on SME based construction firms in the Philippines,

wherein a total of 139 respondents out of the 613 SME-based construction firms in

CALABARZON areas were surveyed. Results reveal that the three main factors that will

motivate SME-based construction firms to implement ISO 9001:2008 are (1) if required

by their clients, (2) to qualify for bidding and (3) to increase customer satisfaction.

Therefore, based on the results and findings, a certification of ISO 9001:2008 from an

accredited auditor shall be required by clients as a constituent in accrediting SME-

based construction firms and to qualify for bidding.(Juanzon & Muhi, 2017)

The main purpose of this study is to examine the relationship between

organisational culture (OC) and Total Quality Management (TQM), and the influence of

TQM implementation on organisational performance improvement within the context of

the Vietnamese construction industry. A survey was conducted with 104 respondents

from Vietnamese construction firms, using validated survey instruments developed in

23
past research. Analysis techniques include cluster analysis and Structural Equation

Modelling. Findings showed that Vietnamese construction firms are dominated by clan

and hierarchy cultures rather than adhocracy and market cultures according to

Competing Value Framework (CVF) of OC classification. Furthermore, it was found that

organisations dominated by either clan or adhocracy cultures could provide a

favourable environment for successful TQM implementation, whereas this is not the

case for those dominated by both market and hierarchy cultures. This study also

confirmed the significant and positive relationship between TQM implementation and

organisational performance improvement. (Panuwatwanich & Nguyen, 2017)

Since past two decades, ISO 9001 standard has shown its capabilities to lower

cost, increase productivity, and satisfy stakeholders (customers) in the organizations.

Although ISO 9001 standard has proven its benefits to different sectors in all over the

world. But there is still debate among researchers and practitioners concerning the

usefulness of applying ISO 9001 in construction projects. However, it seems that

among different methods, quality cost analysis is an excellent technique to indicate

how much ISO 9001 is able to improve effectively quality performance and reduce

costs in the projects. Thus, the main purpose of this study is to assess the effects of

ISO 9001 implementation on quality cost in construction projects. For this aim, a

literature review was conducted to design a structured questionnaire in a sample of the

67 respondents from ISO 9001:2008-certified projects of large-scale (AAA)

construction companies in Metro Manila, Philippine. As quantitative research, the

inferential statistics analysis used to test the hypotheses of this study. Lastly, the

results reported that ISO 9001 standard significantly affects the reduction of quality

24
cost within construction projects in Metro Manila, Philippines.(Neyestani & Juanzon,

2017)

The success of TQM implementation is tightly dependent on identifying and

selecting the appropriate critical success factors (CSFs), quality tools, and performance

measures (KPIs) within TQM framework. Doubtlessly, a set of suitable performance

measures (indicators) has a significant role to verify and ensure that TQM

implementation can successfully achieve its aims in the organization. Thus, the main

purpose of this paper was to develop a suitable framework to assess the effects of

TQM implementation on organization's performance in construction industry. For this

aim, the study was conducted a comprehensive literature review to specify the existing

key performance indicators (KPIs) from 26 TQM frameworks that formulated by

scholars. In data analysis, the only 20 KPIs were found of 26 TQM studies. The

extracted KPIs (20) classified based on four dimensions of balanced scorecard (BSC),

and then arranged from highest to lowest frequency for each perspective of BSC.

Finally, a total of ten KPIs were determined and presented within BSC system as an

appropriate performance measures framework, which enables evaluating critical areas

that very vital to the success of TQM implementation in construction firms at project

and enterprise levels. (Neyestani & Juanzon, 2016)

The general purpose of this study is to investigate the effects of ISO 9001

certification on project success, and its main criteria into large-scale construction

companies in Metro Manila, Philippines. For this aim, the research was conducted an

in-depth literature review for identifying the main variables first. Subsequently, a

survey questionnaire was designed, and distributed randomly among 67 managers

working in ISO 9001:2008- certified projects of large-scale construction firms. Then the

25
descriptive and inferential statistics analysis employed, in order to find the results and

conclusions. Finally, the findings revealed that ISO 9001 certification can significantly

affect the construction project success and its main criteria, except time lenght of

projects in Metro Manila, Philippines. (Neyestani, 2016b)

The study aims to assess if the Safety and Health Protocols set by IATF for the

construction project in the area covered by the ECQ, MECQ, GCQ, and MGCQ were

properly observed. This study makes use of the descriptive survey method to obtain

date and information needed in determining the Safety and Health Protocols in Bulacan

State University Main Campus Infrastructure Projects. Contractors and construction

managers should keep abreast of the province’s health and safety guidelines they must

bring themselves within compliance or shutdown immediately. Results showed that

respondents agreed that safety and health protocols are being observed in Bulacan

State University Construction Project. (Estacio et al., n.d.)

Results indicate that the severity of COVID-19 shows a strong negative

association and influence of COVID-19 on the exportation of goods and services,

logistics performance, ISO 9001 and ISO 14001 certifications in all the six highly

affected countries during a pandemic outbreak. Although the adverse effects of

COVID-19 in exporting countries persisted until December 31, 2020, their magnitude

decreased over time in Indonesia and Pakistan. During the COVID-19 outbreak,

Pakistan showed comparatively better performance among the six top highly affected

Asian countries due to its smart locked down strategy and prevents its economy from

severe damages. While India and Iran export drastically go down due to a rapid

increase in the number of COVID-19 cases and deaths.(Ikram et al., 2021)

26
 In highway construction projects, labor-oriented work is an integral part of the

management process, requiring analysis of factors affecting labor productivity during

the COVID-19 pandemic. This research identified 53 influential factors affecting

construction labor productivity at selected cities and towns in Cagayan Valley Region,

Philippines. Due to the pandemic, the construction industries incurred substantial profit

losses. More so, the construction workers are too much affected because of the

Enhance Community Quarantine (ECQ) imposed by the local government. Results

indicated there was laxity on the COVID-19 protocols. No health worker in the project

site ranked the highest in the health & safety factor group with an RII of 0.97 and

ranked 1st among 53 factors on the different groups. Besides, no safety engineer was

assigned to the projects and ranked 2nd with an RII of 0.93. Among the 7 groups of

factors, the health and safety group ranked 1st with 0.81, followed by the schedule

compression group with an RII of 0.78. Hence, these two groups of factors have a

strong relationship, as evidenced by the number of workers reduced. It was learned

that the contractors’ strategy was to increase the number of working days to cope with

their schedules. Hypothesis testing supported that there are various significant factors

influencing labor productivity loss during the COVID-19 pandemic, as suggested by

more than 50% of the respondents. (Quezon & Ibanez, 2021)

This research aims to identify and analyze the various factors affecting

construction labor productivity covering the period from December 9, 2020 - January

31, 2021, a year after it was declared COVID-19 a pandemic. Due to the pandemic

effect, the local government units in four selected study areas imposed intermittent

Enhance Community Quarantine on all places to control the Coronavirus spread in

compliance with the health department protocol. Fifty-five questionnaires returned out

27
of 63 distributed are tabulated according to each group-related factor. The correlation

analysis resulted in the highest coefficient value of 0.89 between the CTDEO and

contractor groups. Meaning, most respondents have the same perception of the factors

affecting construction's low labor productivity. Besides, results depicted that the

absence of health workers on the construction site ranked 1st in the health & safety

provision factor group with an RII of 0.97, followed by no safety engineers on the

construction project sites with an RII of 0.93. From all the seven groups of factors, the

health and safety group-related factors ranked 1st with an RII of 0.81, next, the

schedule compression group with an RII of 0.78. Hypothesis testing asserted that

working six days per week was one of the significant factors affecting labor

productivity on the contractor's side, suggested by more than 50% of the respondents.

The workforce group-related factors with an RII of 0.77 demonstrated a slight

difference with the schedule compression group-related factors. Thus, the COVID-19

pandemic has a significant effect on the essential factors affecting construction's low

labor productivity. (Ibanez & Quezon, 2021)

This study assessed the implementation of the quality management system

provided by the quality assurance section of the Department of Public Works and

Highways (DPWH) in Negros Occidental, Philippines. Using a descriptive, comparative,

and correlational research design, data were collected using a researcher-made

questionnaire accomplished by 265 respondents identified through stratified random

sampling. Using descriptive and inferential statistics, findings showed a great extent of

implementation, and clients and end-users revealed a high level of satisfaction. There

was a significant difference in materials testing, quality assurance, and quality control.

No significant difference was found in the level of satisfaction and between

28
implementation and satisfaction on the implementation of the quality management

system. The major challenge identified by implementers was responsibility. Indeed, the

success of a quality management system requires proper monitoring and control.

(Malibong, 2019)

The study aimed at assessing quality management practices of building

construction firms in Jos metropolis. Data used for the study were gathered through

the use of 40 returned questionnaires administered to construction sites in Jos

metropolis. A random sampling technique was used in determining the sample. A

sample size of 52 and a population size of 61 were used. Descriptive statistics and

relative importance index (RII) were used in the analysis. The research findings shows

that adequate of site personnel (RII=0.87), adequate of project control (RII=0.86),

certification of materials (RII=0.83) ranked highly significant as factors of quality

management. Whereas onsite supervision (RII=0.86), education of employee on the

need for quality (RII=0.83) and compliance to quality standard (RII=0.83) ranked

highest as the most significant among the practices that firms conform with ensure

quality management. The research also established that there are some variations with

regards to firm size in conformity with quality management practices. It was concluded

that inadequate on site supervision, customer satisfaction and education of employees

on the need for quality management are the major practices that firms need to

conform to ensure quality management in building construction firms. The research

recommends building construction firms to conform strictly to quality management

practices. (Adam et al., 2020)

This study assesses the implementation of the Quality Management System

(QMS) of the subcontractor as perceived by prime contractors in the construction of

29
highways in Nueva Ecija which would improve the process and performance of

subcontractor work resulting in a better outcome of finished projects. The profile of the

respondents when they are grouped according to form of business organization,

number of years of operation, classification of company based on Philippine

Contractors Accreditation Board, number of manpower, number of completed/ongoing

projects, and number of subcontractors working/worked with were described. The

study also assesses the subcontractor performance on the project site concerning QMS

such as planning, procurement, execution, professional judgment, and benefit of

outsourcing for construction of highways. Descriptive research method was used to

evaluate the quality management system that the prime contractors in Nueva Ecija

have on their subcontractors. (El-zeany, 2018)

The main focus of the construction industry is to ensure that projects are

successfully completed within the constraints of best quality, stated period and at

minimum cost possible. The implementation of QMS in Construction Industry is meant

to assist the industry to improve the efficiency and effectiveness of the organization

management system in ensuring successful objectives of company. In the era of

globalization where economic competition is intensifying, the implementation of QMS

will improve the overall construction process and subsequently lead to the

formulization of successful business strategies to meet international requirements. This

study is carried out to analyze the scenario of QMS application, to identify factors

affecting the construction organization and to issue recommendations on how to

improve the implementation of ISO 9001:2000 QMS in Construction Industry. The data

will be gathered via questionnaires distributed to the construction organizations at

every level of management. Statistical analysis software SPSS 13.0 will be used to

30
analyze the data. Factors affecting the successful implementation of QMS in Malaysia

Construction Industry will be identified and recommendations will be suggested on

ways to mitigate the problems. (Said et al., 2019)

The implementation of Quality Management System (QMS) ISO 9001:2008 in

construction industry is meant to assist the industry in the improvement of the

efficiency and effectiveness of the construction management team. In achieving such

goals, assessment of the level of awareness of the SME in the construction industry

towards the implementation of ISO 9001:2008 QMS was conducted. Descriptive

method of research was used in data gathering as well as in the analysis and

interpretation of the results. A total of 139 SME based construction firms have been

selected in this study. The level of awareness of SME contractors was measured based

on the theoretical framework of Knowledge, Attitude and Practice (KAP) of ISO

9001:2008 QMS in the construction sector. Results showed that most of the SME-

based construction firms were not aware of the implementation of ISO 9001:2008.

This implied that the initiatives of the construction industry in training, exposing, and

actual learning to SME construction firms are low, which affected their level of

awareness. (Juanzon, 2015)

Synthesis of Related Studies

Based on the literature review conducted for the purposes of this study, quality

management system is widely implemented in overseeing infrastructure projects and

accepted globally. This is due to the International Organization for Standardization

which has introduced the quality system adopted from the teachings of quality gurus.

In the Philippines, the bureaucracy has made efforts to institutionalize quality

management system across various government agencies. The Department of Public

31
Works and Highways in particular has spearheaded efforts during the Aquino

administration to incorporate quality management in its organization which has been

implemented to this day. As part of the mandate of the agency, DPWH oversees the

planning and construction of government infrastructure projects which include the

construction, improvement, rehabilitation, demolition, repair, restoration or

maintenance of roads and bridges, railways, airports, seaports, communication

facilities, civil works components of information technology projects, irrigation, flood

control and drainage, water supply, sanitation, sewerage and solid waste management

systems, shore protection, energy/power and electrification facilities, national

buildings, school buildings, hospital buildings, and other related construction projects

of the government Studies focusing on governance point out that such programs take

advantage of bureaucratic weaknesses such as corrupt practices in their undertaking,

hence an independent and watchful eye on the implementation of the BBB projects

must be done, without foregoing a retroactive review of the assumptions and process.

The government, on the other hand, should support such moves in keeping with the

principles of transparency and accountability.

These projects intend to benefit the community in which they are implemented

to usher in development. However, certain factors must be controlled and monitored to

ensure that they are delivered as required to the locale. This is where quality

management systems take an important role which ensures that the infrastructure

project undertaken qualifies under identified success criteria. Among the most

commonly used success criteria for projects include the factors of scope/quality, time,

cost, and client satisfaction. Further, the CoVID-19 pandemic has negatively influenced

the successful implementation of the projects due to the health and safety guidelines

32
which hampered the construction of said projects. This study intends to evaluate

whether the effectiveness of quality management systems were sufficient enough to

manage the disruption caused by the pandemic on project implementation.

Conceptual/Theoretical Framework

Based on the foregoing synthesis, the conceptual/theoretical framework weaves

the quality management system into the infrastructure project and attempts to make a

perceptual evaluation of its effectiveness over identified critical success factors for all

the projects.

The framework aims to evaluate individual projects undertaken by the DPWH

Pangasinan Second District Engineering Office and understand the impact of quality

management system in realizing the project’s success based on the identified success

criteria of scope/quality, time, cost, and satisfaction. It also aims to analyze whether

the effective quality management system has any impact on mitigating the effects of

the pandemic on project implementation.

33
 INPUT PROCESS OUTPUT

1. Profile of the
infrastructure project
subject for evaluation
including the:
a. Project Description;
b. Project Objectives;
c. Location;
d. Project Duration; and
e. Project Cost?
2. Level of
effectiveness of the
implementation of Research Design
quality management Data Collection
system in the Second Method Framework to
District Engineering
Sampling Design enhance the
Office of DPWH
Pangasinan during Analysis of the implementation
pandemic in Data of quality
achieving the Problem 1: management
following success Documentary system is
criteria:
a. Scope; Analysis maintained
b. Time; and Problem 2: across various
c. Cost Frequency, and infrastructure
3. Difference in the weighted means projects
effectiveness of
quality management
Problem 3: Kruskal-
system (QMS) Wallis H Test
implementation
across selected
infrastructure
projects?

Figure 2. Research Framework

34
 CHAPTER 3

RESEARCH METHODOLOGY

This chapter presents the research design, respondents, sampling design, data

gathering procedure and instrument and statistical treatment of data.

Research Design

The researcher will be using a quantitative research design. Quantitative

research methods emphasize objective measurements and the statistical,

mathematical, or numerical analysis of data collected through polls, questionnaires,

and surveys, or by manipulating pre-existing statistical data using computational

techniques. Quantitative research focuses on gathering numerical data and

generalizing it across groups of people or to explain a particular phenomenon.

Specifically, descriptive-correlational research will be employed. Descriptive

research is a type of research that is used to describe the characteristics of a

population. It collects data that are used to answer a wide range of what, when, and

how questions pertaining to a particular population or group. It will be used to describe

the effectiveness of the quantitative management system as perceived by the

respondents. Correlational research refers to a non-experimental research method

which studies the relationship between two variables with the help of statistical

analysis. Correlational research does not study the effects of extraneous variables on

the variables under study. This will be employed to investigate differences in

effectiveness of quantitative management system between projects and respondent

groups.

35
Respondents

There will be three groups of respondents that will be participating in this

study. The first group of respondents will include DPWH Pangasinan Second District

Engineering employees who are directly involved in the implementation of each

project, and second will be the employees and workers of the contractor who won the

bid for the specific project. The following projects will be evaluated by the

abovementioned respondent groups: Project 1: Access Road – Brgy. Cabaluyan -Brgy.

Cacaoiten, Mangatarem, Pangasinan; Project 2: Access Road – Maniboc – Pangapisan

North Road; Project 3: Access Road – San Fabian Beach; and Project 4: Access Road –

Angalacan River Ecotourism Park

Table 1. Number of Respondents Required per Respondent Group

PROJECT DPWH CONTRACTOR

Project 1 15 5
Project 2 15 5
Project 3 15 5
Project 4 15 5
TOTAL 60 20

There will be a total of eighty respondents for this study. There will be fifteen

(15) respondents for each project coming from the DPWH Pangasinan Second District

Engineering Office who are directly involved in the project, and five (5) respondents

for each project from the employees of the contractor who worked on the project.

Sampling Design

For this study, the researcher will be using purposive sampling. The researcher

used non-probability sampling methods, specifically purposive sampling in this study.

This type of sampling, also known as judgment sampling, requires the researcher to

use their expertise to choose a sample that is most relevant to the study's goals

36
(McCombes, 2019). This technique was done by taking the sample which is not based

on strata, random or area but is based on consideration of a certain purpose.

Data Gathering Procedure and Instrument

The data sources were categorized to prime sources, and secondary sources.

Prime sources will provide original data for this research. The accomplished

questionnaire will be the primary source of data. The secondary sources were from

journals, books, articles, and journals published, to identify data about the research

topic, and likewise to conduct study for further details in the research

The study will be using a questionnaire that has been adopted from the

conducted literature review. The questionnaire will be used as the primary tool for

collecting data. Using the questionnaire can help the researcher/s to collect data faster

and cheaper than any other instrument. In this study, the survey questionnaire will be

divided into two main parts: Part I is related to the general information (associated

project and role) of the respondents. Part II is focused on the evaluation of the

effectiveness of QMS implementation on vital factors of construction projects, this part

including the four sections, and each section regarding the effectiveness of QMS

implementation on one of the critical elements in the construction project (time, cost,

and quality/scope). The questions asked were closed-ended questions with a five-point

Likert rating scale. Furthermore, the questionnaires will be uploaded to Google Forms

distributed by the researcher via Facebook Messenger. On the other hand, printed

versions will also be available for distribution for respondents whichever is more

convenient for them. Also, the confidentiality and anonymity of the participants will be

protected, for this matter their names will not be required on the questionnaires.

37
 The formulated questionnaire will be subjected to content validation by a panel

of experts. The panel of experts will come from the internal QMS audit team of the

Second District Engineering Office of DPWH Pangasinan. The researcher will be asking

five QMS experts to validate the questionnaire before fielding the questionnaire to the

respondents.

Statistical Treatment of the Data

Data will be analyzed by means of descriptive and inferential statistics.

Quantitative analysis entailed a summary of findings descriptions that rely on numerical

data. It illustrates a specific instance with a numerical figure by using data

measurement and comparison from surveys and technical analysis. (InsightWhale,

2020).

Likert-type questions can be individually analyzed for deeper insights into

specific attributes (Bandari, 2020). Interval data: The researcher add up the scores

from each question to get the total score for each participant. Next is, find the mean,

or average score. Then, the standard deviation, or spread, of the scores for the

sample. The standard deviation is the average amount of variability in the dataset. It

tells, on average, how far each value lies from the mean.

Table 2. Scale for Interpreting the Weighted Mean of the Level of Effectiveness

of QMS Implementation

Rating Range Interpretation

5 4.21 – 5.00 Very Highly Effective
4 3.41 – 4.20 Highly Effective
3 2.61 – 3.40 Effective
2 1.81 – 2.60 Slightly Effective
1 1.00 – 1.80 Not Effective

38
 For the first problem, documentary analysis will be employed. Secondly, for the

level of effectiveness of the implementation of quality management system on selected

infrastructure projects in achieving the following success criteria, frequency and

weighted means will be employed. To determine whether significant difference in the

effectiveness of quality management system (QMS) implementation across selected

projects, Kruskal-Wallis H Test will be employed.

39
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PRACTICES OF BUILDING CONSTRUCTION FIRMS IN JOS METROPOLIS. International Journal of
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Aized, T. (2012). Total quality management and six sigma.

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MP0022.pdf

Cruz, J. P., Delgra, C. P., Enriquez, J. M., & Mendoza, R. U. (2018). Governing the “Golden Age of
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41
 APPENDIX A

Survey Questionnaire

Please identify your role in the project:

☐ DPWH Project Team/Employee directly involved in the project

☐ Contractor/Employee of firm who won bid for the project

Please identify the project which you will be evaluating:

☐ Access Road – Brgy. Cabaluyan -Brgy. Cacaoiten, Mangatarem, Pangasinan

☐ Access Road – Maniboc – Pangapisan North Road

☐ Access Road – San Fabian Beach

☐ Access Road – Angalacan River Ecotourism Park

Using the scale provided, place a check ( ✔) mark on the appropriate rating to evaluate

the effectiveness of the quality management system implemented in realizing project

success on the following factors:

RATING EQUIVALENT
5 Very Highly Effective
4 Highly Effective
3 Effective
2 Slightly Effective
1 Not Effective

A. Quality/Scope

No. Item 5 4 3 2 1
1 Matching of scope with the project proposal
and compliance with contract
specifications
2 Being effective in quality assurance process
and project audits
3 Decreasing defect rate
4 Quality awareness improvements and
understanding the quality objectives in the
organization
5 Decreasing non-conformities

42
No. Item 5 4 3 2 1
6 Improvement of product and service quality
7 Contribution to achieving defined objectives
for the project in construction
8 Accuracy and presentation of the work by
improving quality assurance and control
9 Increased effectiveness and efficiency in
meeting the organization’s quality objectives
10 Improved capability to project scope
statement, requirements documentation, and
project plan
11 Enhanced involvement of people in
improvement activities
12 Consistent monitoring and measurement of
outcomes
13 Effective in identifying current practices that
are obsolete or inefficient
14 Ensuring corrective action is taken when
defects occur

B. Time

No. Item 5 4 3 2 1
1 Meeting proposed implementation timeliness
with actual timeliness of the project
completion
2 Improving project delivery time
3 Ability to help and solve problems of the
project completion
4 Reducing delay as a result of turn over and
rework
5 Reducing delay as a result of errors and
change of scope by owners
6 Increasing reliablility construction project
scheduling and delivery
7 Reducing delay that are related of failure,
shortage, and delivery of the materials
8 Reducing delay as a result of lack of
communication between parties
9 Reducing delay as a result of unnecessary
and without reason of inspections
10 Enhancing ability to anticipate project
completion time, delay and its reasons
11 Providing a stable flow of goods and services
through a well-managed supply chain
12 Following documented procedures

43
 C. Costs

No. Item 5 4 3 2 1
1 Resolving problems of construction project
without changes on the amount of project
budget
2 Tracking and measurement of business
outputs
3 Identifying and eliminating areas of waste
and duplication
4 Optimizing cost on communication and
follow-up of assigned tasks to construction
project resources cheaper and easier
5 Increasing ROI from cost reduction
6 Optimizing performance by efficient process
management and resources
7 Lowering production costs because of fewer
nonconforming products, less rework,
lowered
rejection rates, streamlined processes and
fewer mistakes
8 Realizing the defects earlier and are
corrected at a lower cost
9 Reducing expenses through a well-managed
supply chain

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