Traditionally the main drivers of quality outcomes on projects have tended to be the technical competency of the design and construction teams, and the robustness of their management regime and structure. However such a perspective ignores the fact that all projects - regardless of their size and complexity - are only capable of being delivered through teamwork.

Construction is invariably a project-based industry with each project only delivered by means of teamwork. Teams work within visible management structures executing procedures that aim to control cost, time and quality. While these are the easily observed mechanics of project teams, they also embody less visible dynamics and characteristics that correlate to their effectiveness.

The ACCI has analysed a multitude of environmental, technical, managerial, social, behavioural and cultural variables relating to construction project quality and defect occurrence. We have concluded that these implicit team dynamic and cultural variables are as equally important as the technical competency of the project delivery team. Project "culture" is a strong driver in avoiding the consequences of poor quality in projects.

To date, findings of ACCI research relating to quality can be summarised as:

• The cost of defect rectification can be up to 6% of construction expenditure
• The rectification process is highly management intensive due to the requirement for checking, recording, coordinating, reporting and signing-off reworked activities.
• The indirect management costs are as consequential as direct rectification costs. The administrative cost is substantially borne by head-contractors while the direct cost of rework is borne by the subcontractors.
• The majority of defects appraised originated from a lack of care and motivation, and not from a lack of skill, training, ability or managerial and technical issues. The defect problem is essentially one of application.
• Existing quality control mechanisms are not only ineffective but also wasteful due to rework waste loop that delays rectification.

An alliance of 11 industry partners, in collaboration with the ACCI, has developed a strategy for effecting change by implementing a quality initiative aimed at alleviating these problems. This initiative has been developed through understanding at a fundamental level the underlying causes of poor quality.

The group has developed a Best Practice Club to implement quality tools that:

• Refocus the quality control function within project environments.
• Alleviate that waste loop associated with traditional methods of quality control.
• Substantially reduce the cost of rework.
• Improve product quality.
• Promote team building through feedback.

The Best Practice Club aims to launch the trials over a 12 month period in mid-2003 and enquiries from proactive organisation wishing to participate are very welcome.

Please contact Professor Marton Marosszeky at the ACCI on 9385 0405.