P.A. BOWEN, K.A. HALL, P.J. EDWARDS, R.G. PEARL, AND K.S. CATTELL 48 THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 PERCEPTIONS OF TIME, COST AND QUALITY MANAGEMENT ON BUILDING PROJECTS Professor P.A. Bowen and Associate Professor K.S. Cattel, University of Cape Town K.A. Hall, The University of New South Wales Associate Professor P.J. Edwards, Royal Melbourne Institute of Technology Professor R.G. Pearl, University of Natal INTRODUCTION The clients of the construction industry are primarily concerned with quality, time and cost and yet the majority of construction projects are procured on the basis of only two of these parameters, namely time and cost (Bennett and Grice, 1990). This is un- derstandable since the majority of project management control systems highlight time and cost, and overlook the relative impor- tance of quality (Hughes and Williams, 1991). It is argued by Herbsman and Ellis (1991) that the major failings in traditional approaches to project delivery have been in extensive delays in the planned schedules, cost overruns, serious problems in quality, and an increase in the number of claims and litigation associated with construction projects. In order to plan and manage a successful project, the three parameters of time, cost and quality should be considered. Hughes and Williams (1991), in arguing for the con- sideration of these three factors in attaining the client’s objectives, propose that these factors are the three points of a triangle and that neglecting one factor will have a corre- sponding detrimental effect upon the other two. In support of this, Lansley (1993) ar- gued strongly for the importance of studying the behavioural aspects of management in attempting to address the problems facing the construction industry, i.e., that it is the issue of the ‘human factor’ involved in con- struction projects that needs to be ad- dressed. Rwelamila and Hall (1995) further argue that little evidence exists of success- ful projects where these three factors have been balanced and there is a need to em- brace time, cost and quality management as a human activity system. The purpose of this paper is to explore how time, cost and quality management on building projects is perceived by those in- volved in project teams. Conclusions are drawn and recommendations are made with respect to the perception of time, cost and quality management associated with build- ing projects. TIME, COST AND QUALITY (TCQ) MANAGEMENT IN THE ATTAINMENT OF CLIENT OBJECTIVES The concept of managing construction pro- jects is deeply embedded in the traditional building procurement system. Ireland (1983) argues that time, cost and quality are the principal feasible objectives of the client in any construction project. Although it is claimed that time, cost and quality are in- corporated in the management of construc- tion projects, research has shown that in fact a time-cost bias exists. Time Timely completion of a construction project is frequently seen as a major criterion of project success by clients, contractors and consultants alike. Newcombe et al. (1990) note that there has been universal criticism of the failure of the construction industry to deliver projects in a timely way. NEDO (1983) states that a disciplined management effort is needed to complete a construction project on time, and that this concerted manage- ment effort will help to control both costs and quality. This is tantamount to saying that the client’s objectives can be achieved through a management effort that recog- nises the interdependence of time, cost and quality. Cost Clients have been increasingly concerned with the overall profitability of projects and the accountability of projects generally. Cost overruns, in association with project delays, PERCEPTIONS OF TIME, COST AND QUALITY MANAGEMENT ON BUILDING PROJECTS THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 49 are frequently identified as one of the prin- cipal factors leading to the high cost of con- struction (Charles and Andrew, 1990). Research to date has tended to focus on the technical aspects of managing costs on construction projects in the attainment of client objectives. There is little evidence in the published literature of a concern for the organisational, social and political problems that are inherent in the management of construction costs and the ability of the pro- ject team to meet the client’s needs in terms of cost. Quality To the client, quality may be defined as one of the components that contributes to “value for money” (Flanagan and Tate, 1997). Vin- cent and Joel (1995) define total quality management as: “…the integration of all functions and proc- esses within an organisation in order to achieve continuous improvement of the qual- ity of goods and services. The goal is cus- tomer satisfaction.” Furthermore, in order to achieve successful project quality management three separate drivers to quality management must be managed, namely: Integration of the project team so as to have a single objective and a common cul- ture A customer focus for the team thereby facilitating the provision of products and services that will meet the clients needs A process of continuous improvement in the management of the construction project. When these three components are success- fully integrated, the project will begin to re- alise significant, measurable and observable improvements in the attainment of the cli- ents’ objectives. We argue that an efficient way to address these shortfalls is to recognise the ‘human’ factor within the management of time, cost and quality. An analysis of the perceptions held by clients, contractors and building professionals, concerning client objectives relating to time, cost and quality manage- ment will allow this proposition to be ex- plored. This is done through an opinion survey. THE SURVEY The focus of the study The effective management of project time, cost and quality (TCQ) is intrinsically impor- tant to the attainment of client objectives. In order to examine this causal link, the opin- ions of clients, architects, quantity survey- ors, project managers, consulting engineers and general contractors in South Africa were obtained by means a national ques- tionnaire survey. The questions sought to establish their perceptions concerning client objectives and the project time, cost and quality associated with building procure- ment systems in South Africa. Methodology A stratified mail questionnaire opinion sur- vey was conducted in South Africa. Survey participants comprised clients, architects, quantity surveyors, consulting structural engineers, project managers, and general contractors. Questionnaires were sent to practices and organisations rather than to individuals, using the membership directo- ries of the South African Property Owners' Association, the South African Institute of Architects, the Association of South African Quantity Surveyors, the Institute of Consult- ing Engineers, the Institute of Project Man- agers, and the Master Builders' Associations. In total 180 questionnaires were distributed, comprising 30 from each sub-group. One hundred and forty-three replies were received (79.4%), comprising 10 clients (33%), 24 architects (80%), 30 quan- tity surveyors (100%), 30 engineers (100%), 25 project managers (83%) and 24 general contractors (80%). The questions for each of the six groups of participants were designed to facilitate an inter-group comparison. In the discussion of the results, percentages given in tables refer to the proportion of re- spondents offering that perception. The in- tention of the survey was to reveal areas of concern for the industry within the process of project time, cost and quality manage- ment rather than to provide hard evidence of inter-group differences between members of the design team. Clients, as a group, are likely to be less ho- mogeneous than the other groups of par- ticipants. The majority of client respondents to the survey described themselves as being experienced in property development, with 80% claiming to have continuous or frequent involvement in property development (50% P.A. BOWEN, K.A. HALL, P.J. EDWARDS, R.G. PEARL, AND K.S. CATTELL 50 THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 claimed a continuous involvement). Most clients (90%) reported being primarily in- volved in the commercial and industrial sec- tors of property development, with the majority (67%) being involved in the com- mercial sector. Average annual turnover varied considerably, but 89% of respondents claimed an annual turnover in excess of ZAR 10m (1 AU$ = ZAR 5.50). The majority of cli- ent respondents thus constitute organisa- tions wielding considerable financial influence in the property development mar- ket in South Africa, and have a frequent, if not continuous, involvement in property de- velopment. In this context, the client group exhibited reasonable homogeneity, but it should be noted that the views of small, one-off clients are almost certainly under- represented in this survey, as the data col- lection method would have limited their ability to participate. Survey results For the purposes of this study, various pro- curement systems have been grouped to- gether into three generic types, namely: conventional (traditional, negotiated, cost- plus); design and build (design and build, package deal, turnkey, develop and con- struct); and management-orientated (man- agement contracting, construction management, design and manage) (Mas- terman, 1992). The conventional method of building procurement is reported by nearly 70% of respondent clients in South Africa to be the most widely utilised procurement system. The management-orientated (21%) and design and build (9%) systems enjoy con- siderably less usage. The results are discussed question by ques- tion and compare the participating groups' opinions about each issue. Question 1: Please indicate whether clients are realistic with respect to expectations of time, cost and quality at the outset of the project. (Answer choice = all/most/some/ none of the time) The responses show that clients’ and con- sultants’ opinions are far from uniform. Cli- ents are relatively sanguine about their TCQ expectations, with a large majority believing each of these to be realistic. The most pes- simistic view of the reality of clients’ TCQ expectations is held by architects, with only clients’ quality expectations receiving a ma- jority affirmative response. This is probably attributable to the control over quality which architects perceive themselves to hold as principal agents for the client under conven- tional traditional procurement systems, as compared to the management of time and cost, for which they would assign responsi- bility to contractors and quantity surveyors, respectively. A similar response pattern is detectable with engineers and, given their principal role in engineering projects, a similar explanation may hold for their views. Apart from the client group, quantity sur- veyors hold the next most optimistic view, a clear majority believing that clients have realistic expectations about time, cost and quality from the outset of a project. The quantity surveyors’ views are closely matched by those of project managers. The views of engineers are probably influ- enced by the nature of engineering projects, where quality is usually highly specified at the outset, but time and cost are far more uncertain (e.g., the use of schedule of rates and cost-plus forms of contract for engi- neering projects). Given that engineering projects often comprise far fewer compo- nents than building projects, and that many engineering projects are commissioned by public sector agencies with substantial ex- perience, this may explain why engineers are more optimistic about realistic client expectations of quality. Contractors are surprisingly optimistic about the reality of client expectations for project time and quality. An explanation for this view of project time is not readily forth- coming, given that, for most conventional procurement systems, the contract period is not part of the contractor’s bid but is stipu- lated in advance by the client. Similarly, the defects liability period stipulated in most conventional procurement systems suggest that clients’ expectations of quality are con- siderably less than realistic. Contractors’ pessimistic view of the reality of client cost expectations is probably explained by their (the contractors) having to seek work in a highly competitive market. Responses for the project time objective exhibit the greatest variability. Given clients’ practical inability to model time perform- ance reliability, their highly optimistic view of the reality of their own expectations for this factor, at the outset of a project, de- serves more thorough research attention. PERCEPTIONS OF TIME, COST AND QUALITY MANAGEMENT ON BUILDING PROJECTS 51 THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 Table 1: Perceived extent to which clients are realistic, all or most of the time, with respect to their expectations of project time, cost and quality at the outset of the project % of respondent groups All Clients Architects Quantity surveyors Engineers Project managers Contractors Project parameter (%) (%) (%) (%) (%) (%) (%) Time 57 90 33 67 47 60 63 Cost 57 70 44 83 41 72 46 Quality 74 80 65 83 59 84 79 Question 2: Please rank the following fac- tors in terms of their importance to build- ing clients. (Answer choice: 1 = most important; 3 = least important) All respondents to this question ranked pro- ject cost as the most important project pa- rameter to building clients. The interesting finding from the responses to this question is that, contrary to the views of other project team participants, clients rate project qual- ity as more important than project time per- formance. The converse was true for the other respondents. This suggests that cli- ents may well be prepared to sacrifice con- struction time for improved quality. Question 3: To what extent is an attempt made by the procurement team to match client needs with the characteristics of dif- ferent procurement systems? (Answer choice:(always/sometimes/never) Clearly, clients have a false illusion about the extent to which consultants and contractors will match procurement systems to clients’ needs. Table 2 below indicates that while the majority of clients (67%) believe that the procurement team does match their needs to the appropriate procurement system, the perception is not supported by the procurement team themselves. The majority of the building professionals surveyed clearly believed that they did not usually attempt to match their clients’ needs to an appropriate procurement system. It is possible that they did not see any need to do so, given the overwhelming prevalence of the traditional systems. The danger here is not only that consultants are not properly advising their clients in this regard (and thus clients may not be getting the procurement system which best matches their needs), but also (and more importantly) that clients are erroneously believing that they are actually receiving such advice from the procurement team. Question 4: What proportion of building projects are completed within the client’s agreed budget for the project? (Answer choice = all/most/some/none of the projects) The response data is shown in Table 3. Cli- ents clearly appreciate the greater cost cer- tainty attributable to design and build procurement systems. Architects, however, see less potential in management-oriented systems or antipathy towards procurement systems which appear to diminish archi- tects’ traditional leadership roles in projects. Quantity surveyors appear optimistic about the capacity of all three procurement sys- tems to maintain project cost budgets. En- gineers, on the other hand, are relatively pessimistic about this for design and build and management-oriented procurement systems. Project managers show increasing confi- dence the capacity of alternative procure- ment systems to maintain project cost budgets, as their own level of involvement increases. Contractors are highly confident of their own ability to meet client cost limits for pro- jects under design and build and manage- ment-oriented procurement, but are less optimistic about these limits being main- tained on conventional traditionally- procured projects. Question 5: To what extent do clients make changes to the original brief (in respect to time, cost and quality) after the start of the project? (Answer choice = always/some- times/never) Eighty percent of client respondents be- lieved that they never make changes to the original brief after the start of the project. This apparent high regard for their ability to stick to the original brief is clearly not shared by their consultants, who believe that changes do occur at least sometimes P.A. BOWEN, K.A. HALL, P.J. EDWARDS, R.G. PEARL, AND K.S. CATTELL 52 THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 Table 2: Perceptions of the extent to which the procurement team always and sometimes attempt to match client needs with the characteristics of different procurement systems during the election of a procurement system % of respondents groups All Clients Architects Quantity surveyors Engineers Project managers Contractors (%) (%) (%) (%) (%) (%) (%) Extent of the match 43 67 48 43 37 44 25 Table 3: Perceptions of whether all or most building projects are completed within the client’s agreed budget (building cost) for the project % of respondent groups All Clients Architects Quantity surveyors Engineers Project managers Contractors Procurement method (%) (%) (%) (%) (%) (%) (%) Conventional 78 78 75 83 83 75 69 Design and build 77 83 71 76 58 89 94 Management- orientated 75 67 54 77 59 95 89 Table 4: Perceived extent to which inadequate briefing of the procurement team by the client is always responsible for client dissatisfaction with the resultant building in terms of time, cost and quality % of respondent groups All Clients Architects Quantity surveyors Engineers Project managers Contractors Project parameter (%) (%) (%) (%) (%) (%) (%) Time 24 30 22 23 13 20 42 Cost 29 56 35 23 30 21 29 Quality 26 33 22 30 35 12 25 Architects = 58%; QuantitySurveyors = 67%; Engineers = 70%; Project Managers = 60%). Nor are clients’ views shared by contrac- tors, with 71% believing that changes always or sometimes took place. This finding sug- gests that there is a serious gap between the perceptions of clients and the other members of the project procurement team about what constitutes a variation to the original brief, and that consultants in par- ticular may not be successfully communicating the full implications of project variations to their clients. Question 6: Does the procurement team utilise a formal brief-elicitation procedure for determining client requirements in respect of the project? (Answer choice = always/sometimes/never) Surprisingly, the responses to this question were considerably worse than expected. Only 44% of clients believe that the pro- curement team utilises formal brief- elicitation procedures. Similarly, 57% of ar- chitects and 37% of quantity surveyors be- lieve that formal brief-elicitation procedures are utilised for conventionally procured pro- jects. A lack of understanding on the part of the procurement team about what consti- tutes a formal brief-elicitation process may explain the responses to this question. Ar- chitects and quantity surveyors might have been expected to display far more confi- dence in formal brief-elicitation procedures for conventionally-procured projects. Question 7: In your experience, is inade- quate briefing of the procurement team by the client responsible for client dissatisfac- tion with the building in terms of time, cost and quality? (Answer choice = always/ sometimes/never) The results to this question tend to contra- dict those obtained in Question 6. If the re- sponses to Question 6 are reliable, then far higher percentages could have been ex- PERCEPTIONS OF TIME, COST AND QUALITY MANAGEMENT ON BUILDING PROJECTS THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 53 pected for the ‘always’ response to this question. The logic for this is that, if formal brief-elicitation procedures are not always used, then inadequate briefing is likely to occur and hence there will be higher levels of client dissatisfaction with the finished building in terms of time, cost and quality. The mismatch of responses to Questions 6 and 7 could be explained by theorising that an adequate project brief may not always be attainable at the outset, and that it often “grows” with the project development. Question 8: At the outset of the project, do clients know what their needs are with re- spect to the following factors? (Answer choice = always/sometimes/never) Table 5 shows that all respondent groups (including clients) have little faith in clients’ ability to know exactly what they want at the outset of a project, particularly with respect to time schedules, quality requirements and methods of procuring the building. This lends support to the proposition theorised above. Only client respondents believe that they knew at the outset what level of func- tional performance they expect from the completed building. Other respondents were far more pessimistic about clients knowing this. This points to the possibility of a communication failure occurring between clients and their professional advisors. Question 9: What proportion of clients use their own resources to monitor and control construction time, cost and quality? (Answer choice =all/most/some/none) For the purposes of this question, ‘control’ refers to the effective management of pro- ject time, cost and quality factors. From Ta- ble 6 it is clear that consultants and contractors hold a pessimistic view of cli- ents’ capacity to monitor and control the TCQ performance of projects. The majority of clients (80%), however, believe that they have the resources available in order to adequately monitor and control project cost. It should be incumbent upon consultants to ensure that the accuracy and reliability of their clients’ cost monitoring and control resources at least matches their own. Table 5: Perceived extent to which clients always know their requirements at the outset of the project % of respondent groups All Clients Architects Quantity surveyors Engineers Project managers Contractors Client requirement (%) (%) (%) (%) (%) (%) (%) Budget limit 58 80 35 70 67 60 44 Functionality of building 29 60 26 27 23 33 25 Time schedules 35 40 39 40 17 52 29 Quality requirements 23 50 18 20 17 28 21 Procurement method 10 30 0 13 10 4 13 Required return on investment 58 70 52 60 66 58 48 Table 6: Perceptions of whether all or most clients use their own resources to monitor and control construction time, cost and quality % of respondents Clients Archi- tects Quantity Surveyors Engi- neers Project managers Contractors Project parameter (%) (%) (%) (%) (%) (%) Time 40 30 37 13 20 21 Cost 80 35 43 23 33 50 Quality 40 9 37 10 20 29 P.A. BOWEN, K.A. HALL, P.J. EDWARDS, R.G. PEARL, AND K.S. CATTELL 54 THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 Table 7: Perceptions about whether client objectives with respect to time, cost and quality (as laid down in the brief) are always achieved on building projects (C = Conventional; D = Design and Build; M = Management oriented) % of respondent groups Clients Architects Quantity surveyors Engineers Project Managers Contractors Project parameter C D M C D M C D M C D M C D M C D M Time 22 40 0 21 13 31 24 50 35 7 17 4 46 52 73 18 41 47 Cost 33 40 20 22 27 27 25 32 8 4 29 4 46 52 59 10 59 41 Quality 11 20 0 32 14 27 50 5 8 25 13 13 64 38 62 43 35 35 Table 8: Perceptions about whether clients are satisfied with the time, cost and quality management of their building projects using the listed procurement systems (C = Conventional; D = Design and Build; M = Management oriented) % of respondent groups Clients Architects Quantity surveyors Engineers Project Managers Contractors Project parameter C D M C D M C D M C D M C D M C D M Time 100 100 100 91 73 80 41 95 91 97 81 92 81 90 86 75 93 94 Cost 78 60 60 96 80 80 62 74 74 93 69 88 81 84 91 75 80 94 Quality 67 40 40 96 47 87 77 42 91 93 50 70 96 79 91 80 67 81 Question 10: To what extent are clients’ objectives with respect to time, cost and quality (as laid down in the brief) achieved on building projects? (Answer choice: aways/sometimes/never) Project managers and contractors are the only respondent groups to exhibit at least one majority positive response in each of their procurement system/TCQ matrices. The majority of project managers believe that client time, cost and quality objectives are always achieved under management- oriented procurement systems. A smaller majority believe that time and cost objec- tives (but not quality) are always achieved under design-build systems, while a larger majority believe that only quality objectives are always achieved under conventional procurement systems. It seems likely that the project managers’ responses are condi- tioned by the role they see themselves play- ing in achieving client TCQ objectives. Contractor respondents are most confident about their ability to always meet client cost objectives under design-build procurement systems; which might be expected, given the nature of these systems, but they are pes- simistic in every other respect for all pro- curement systems. Quantity surveyor respondents are evenly split about whether design-build systems can always deliver client time objectives; and are similarly split about whether con- ventional systems can always achieve client quality objectives. All other respondent groups are generally pessimistic about the capacity of any procurement system to al- ways achieve any of the client’s TCQ objectives. Question 11: In general, how satisfied are clients with the time, cost and quality man- agement of their projects under the listed procurement systems? (Answer choice: satisfied/dissatisfied) According to the client respondents, the conventional systems of building procure- ment yield the greatest level of client satis- faction with respect to time, cost and quality management on building projects. Clients appear to be indifferent between design and build and management-orientated systems. Within the client group responses relating to the conventional system, it is noteworthy that satisfaction with time management ranks the highest, followed by cost man- agement. Indeed, clients appear dissatisfied with quality management under design and build and management-orientated systems. Other respondent groups generally rate cli- ent satisfaction with time, cost and quality management on building projects as being higher (under all three procurement sys- tems) than do the client respondents. Two points are noteworthy. The first point relates to quality management, where architects, PERCEPTIONS OF TIME, COST AND QUALITY MANAGEMENT ON BUILDING PROJECTS THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 55 quantity surveyors and engineers point to disturbing levels of client satisfaction in this regard. Clearly room for improvement exists on the part of the procurement team. The second point refers to the response of quan- tity surveyors regarding cost management under conventional procurement systems. Only 62% of quantity surveyors claim that clients are always satisfied in this regard— the very function this group of professional consultants is charged with managing. CONCLUSIONS This paper has reported on the findings of a South African national questionnaire survey of the opinions project team participants hold about the relationship between time, cost and quality management and the at- tainment of client objectives. Clients’, contractors’ and consultants’ opin- ions with respect to client expectations of time, cost and quality at the outset of the project are not uniform. Clients believe their time, cost and quality expectations to be realistic, whereas contractors and consult- ants do not believe that this is generally so. Clients rate project quality as more impor- tant than project time performance, whereas contractors and consultants be- lieve that clients actually hold a converse view. Contractors and clients place great confi- dence in the time performance of design and build procurement systems but have slightly less confidence in the conventional and management-oriented procurement systems. Lower levels of confidence were evidenced with respect to the cost perform- ance of projects under all the various pro- curement systems. Clients believe that variations only some- times occur after the start of the project. There is a large discrepancy between the perceptions of clients and other members of the project procurement team about what constitutes a variation to the original brief. All members of the project procurement team showed little faith in the clients’ ability to know exactly what they wanted at the out- set of the project. Clients, contractors and building profes- sionals believe that the choice of building procurement system has little influence on the level of subsequent cost variations to the contract. Clients believe that they have the resources to monitor and control project cost. Contractors and building professionals did not believe that this is so. Client induced changes are seen by contrac- tors and building professionals to contribute the most to project time over-runs. Quantity surveyors see the potential for effective time management increasing in the construction phase of the project delivery process, whereas project managers believe that the briefing stage offers the highest potential for the effective management of time. The conventional systems of building pro- curement yield the greatest level of client satisfaction with respect to time, cost and quality management on building projects. High levels of satisfaction were noted for time management. Clients are more likely to be dissatisfied with project quality man- agement under design and build and man- agement-orientated procurement systems. The purpose of the research was to explore the proposition that a recognition of the ‘human’ factor, i.e., perceptions within the project team of the management of time, cost and quality, would assist attempts to address the perceived shortcomings of TCQ management. The findings of this survey indicate that misperceptions do exist among project team members regarding the time, cost and quality management associated with building projects and potentially have an impact on the ability of the project team to achieve client objectives. While the find- ings of the research do not warrant any change in practice at this stage, the re- search itself has aided in gaining a richer understanding of the complexities of ‘hu- man’ issues inherent in the management of time, cost and quality. More importantly, it points the way forward for further research into the ‘human’ aspect of how project teams can be more effectively managed in order to achieve client objectives, thereby providing a catalyst for change in practice. ACKNOWLEDGEMENTS The authors wish to acknowledge, with thanks, the financial support of the Founda- tion for Research Development (F.R.D.) and the Centre for Science Development (C.S.D). In addition, thanks are also extended to Lara Opperman for her work on the data coding and BMDP programming, and to Pauline Makonese for formulating the tables. This paper extends the procurement systems research being undertaken at the University of Cape Town. P.A. BOWEN, K.A. HALL, P.J. EDWARDS, R.G. PEARL, AND K.S. CATTELL 56 THE AUSTRALIAN JOURNAL OF CONSTRUCTION ECONOMICS AND BUILDING VOL.2 NO.2 REFERENCES Bennett, J. and Grice, T. (1990) Procurement systems for building. In: Brandon, P. (ed) Quantity Surveying Techniques: New Direc- tions, Blackwell Scientific Publications, Oxford. Charles, T.J. and Andrew, M.A. (1990) Pre- dictors of cost-overrun rates. Journal of Construction Engineering and Management, ASCE, 116, 548–552. Flanagan, R. and Tate, B. (1997) Cost Con- trol in Building Design. Blackwell Science, Oxford. Herbsman, Z. and Ellis, R.D. (1991) The cost/time/quality integrated bidding sys- tem—an innovation in contract administra- tion. In: Bezelega, A. and Brandon, P. (eds) Management, Quality and Economics in Building. E. & F.N. Spon Ltd., London. Hughes, T. and Williams, T. (1991) Quality Assurance. BSP Professional Books, Oxford. Ireland, V. (1983) The Role of Managerial Actions in the Cost Time and Quality Per- formance of High Rise Commercial Building Projects. Unpublished PhD Thesis, Univer- sity of Sydney, Sydney. Lansley, P. (1993) Towards improved managerial effectiveness. In: Proceedings of the CIB W-65 International Symposium on Organisation and Management of Construc- tion, 671–679. Trinidad. Masterman, J.W.E. (1992) An Introduction to Building Procurement Systems. E & FN Spon, London. National Economic Development Office (N.E.D.O.) (1983) Faster Building for Indus- try. Her Majesty’s Stationery Office, London. Newcombe, R., Langford, D. and Fellows, R. (1990) Construction Management 2. Mitchell, London. Rwelamila, P.D. and Hall, K.A. (1995) Total Systems Intervention: an integrated ap- proach to time, cost and quality manage- ment. Construction Management and Economics, 13, 235–241. Vincent, K.O. and Joel, E.R. (1995) Principles of Total Quality. Kogan Page, London. AJCEB_Vol2_No2_28-11-02_Part54 AJCEB_Vol2_No2_28-11-02_Part55 AJCEB_Vol2_No2_28-11-02_Part56 AJCEB_Vol2_No2_28-11-02_Part57 AJCEB_Vol2_No2_28-11-02_Part58 AJCEB_Vol2_No2_28-11-02_Part59 AJCEB_Vol2_No2_28-11-02_Part60 AJCEB_Vol2_No2_28-11-02_Part61 AJCEB_Vol2_No2_28-11-02_Part62