M. D. Keniger

Quality management in construction: an innovative advance using project alliancing in Australia

This paper presents an account of the quality management system designed and adopted using a project alliance approach on the National Museum of Australia project. We discuss the integration of the selection criteria and performance measures and how these were used to provided a risk and reward structure that provided the incentive for a high level of achievement of the projects’ goals. Interestingly, the organisational structure of the project alliance provided a cross‐team relationship outcome that sealed the quality culture observed on this project. This culture drove high levels of quality and was also observed to appeal to intrinsic motivation to deliver best‐for‐project outcomes.

Achieving design quality: from intent to implementation

The design in policy development concerning the shaping of the built environment was discussed. The design policy prompts the need for assurance mechanisms that ensure that designs will be of the expected quality and bring the desired benefits. The range and diversity of the design tools enabled the adoption of a mix of process, output and outcome measures to be incorporated. It was emphasized that the assessment of design integrity was essentially qualitative and dependent on the judgement of the review panel.