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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.

The purpose of this paper is to assess the management of public-sector projects in Portugal paying particular attention to the extent to which total quality management (TQM) principles are being utilized in such projects.

Based on an extensive review of the literature, nine propositions are advanced about the interrelationships among seven factors that were identified, in a previous study, as having some influence on the management process in the planning and implementation of public-sector projects in Portugal. Structural equation modeling was used to investigate these propositions using data obtained from 211 respondents to a survey of project managers from municipalities across Portugal.

The results of the structural equation model indicate that the TQM components working in tandem with project-management-specific variables provide a systematic means of managing the planning and implementation stages of projects, with technical items being critical in the planning stage and softer management items becoming important in the implementation stage.

Readers should be careful not to generalize the findings in a global context or for private sector projects. However, researchers are encouraged to extend this study by including other planning and implementation variables with a view to discerning what particular characteristics of a project make it more amenable to TQM solutions.

The findings are presented to show how the key components of TQM, customer focus, employee involvement and continuous involvement, can be applied during the planning and implementation stages of projects.

The sample size of 211 is representative of the underlying population of project managers in municipalities across Portugal and is comparatively large in relation to other empirical project management studies from Portugal, lending credence to the generalizability of these finding to public-sector projects in Portugal.

The purpose of this paper is to identify the relative importance of factors affecting quality. This is important where great expenditures of time, money, and resources are wasted each year due to inefficient or non-existent quality levels.

An exploratory approach is employed. After a literature review, six interviews are initially conducted with construction experts and then a simple survey of 328 questionnaires was administrated through structured personal interviews among contractors and architects in the Jordanian housing sector.

The findings suggest that contractors and architects combined agreed that the highest important factors affecting quality are: human resource management, customer satisfaction, and construction specific factors. The findings also suggest that strategic planning, continuous improvement, resources are the lowest important factors. A conceptual framework encompassing the key quality factors is also developed.

This research has important implications for different level managers at construction companies. By understanding the quality factors, managers can focus on the highest factors and catch up with their lowest important factors in order to maintain a balanced and integrated quality approach.

This is one of few studies that investigate the importance of quality factors. To the authors’ knowledge, this is the first paper providing empirical evidence of the quality factors in construction management in a developing country.