سیستم اطلاعات هزینه کیفیت مدیریت پروژه برای صنعت ساخت و ساز
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|6555||2003||13 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Information & Management, Volume 40, Issue 7, August 2003, Pages 649–661
A prototype Project Management Quality Cost System (PROMQACS) was developed to determine quality costs in construction projects. The structure and information requirements that are needed to provide a classification system of quality costs were identified and discussed. The developed system was tested and implemented in two case study construction projects to determine the information and management issues needed to develop PROMQACS into a software program. In addition, the system was used to determine the cost and causes of rework that occurred in the projects. It is suggested that project participants can use the information in PROMQACS to identify shortcomings in their project-related activities and therefore take the appropriate action to improve their management practices in future projects. The benefits and limitations of PROMQACS are identified.
In construction projects, activities are typically divided into functional areas, which are performed by different disciplines (e.g. architects, engineers, and contractors) and that therefore operate independently. Invariably, each discipline makes decisions without considering its impact on others . Moreover, these functional disciplines often develop their own objectives, goals, and value systems. As a result, each discipline has become dedicated to the optimisation of its own function with little regard to, or understanding of, its effects on the performance of the project with which they are involved. In fact, the interfaces that exist between functional disciplines have become a potential barrier for effective and efficient communication and co-ordination in projects  and . When a breakdown in communication is identified, the source of the problem can be typically traced back along the supply chain and it often becomes evident that there were ‘informational flow mishaps’ in the process. This is linked to information sharing and channelling. Information that is inaccurate or delayed is seldom filtered and delegated to specified parameters. Consequently, quality failures may occur as a result of ineffective decision-making . This is often exacerbated by the absence of an integrated and systematic information system (IS) to support quality management (QM) activities in construction projects. Moreover, the absence of such a system has caused many organisations to develop local insular ways to maintain control over their own domains of responsibility. Thus, information gathering, reporting, and management in a project become uncoordinated and multiple re-drawing and re-keying of information must be undertaken. Ultimately, this leads to time waste, unnecessary costs, increased errors, and misunderstanding, and thus rework, which has been found to be the primary factor of time and cost overruns in construction projects . Furthermore, the ineffective use of information technology (IT) in managing and communicating information exacerbates the amount of rework that occurs in a project  and . There is therefore a need for an IS that can be used to manage quality so that the performance of organisations can be monitored and quality costs determined. This will enable organisations to determine their quality failure costs (in particular rework) and therefore implement strategies for preventing it. The design and development of quality costing systems for construction projects has been limited, to date, because of the complexity associated with having to manage information from a number of organisations with different approaches to managing quality.
نتیجه گیری انگلیسی
The purpose of this paper was to discuss the design of a prototype project management quality costing IS. A review of the quality costing and the quality costing systems that have been developed was presented and discussed. The development process of PROMQACS included the problem identification, design of the information architecture and the testing of the system to determine the type of information needed so that it could be implemented in practice. While PROMQACS can be used to determine quality costs, the lack of information made available by organisations during the testing phase meant that the research focused on rework (often considered as a quality failure). The information architecture was considered to effective by participating organisations for determining and managing quality costs in projects. In fact, the testing of the system has enabled a series of benchmark metrics to be developed. A challenge facing PROMQACS is its development into an effective software program that all organisations involved with a project can use. With some minor modifications, we suggest that PROMQACS could also be used to monitor quality costs in software projects.