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Agapiou, A, Clausen, L E, Flanagan, R, Norman, G and Notman, D (1998) The role of logistics in the materials flow control process: experiences from abroad. Construction Management and Economics, 16(02), 131-7.

Akintoye, A, Bowen, P A and Hardcastle, C (1998) Macro-economic leading indicators of construction contract prices. Construction Management and Economics, 16(02), 159-75.

Alkass, S, Mazerolle, M and Harris, F C (1998) Note - Rigour in research and peer-review: a reply. Construction Management and Economics, 16(02), 139-40.

Burchett, J F and Tummala, V M R (1998) An application of the risk management process (RMP) in capital investment decisions for an EHV transmission line construction project. Construction Management and Economics, 16(02), 235-44.

Liu, A M-M and Walker, A (1998) Evaluation of project outcomes. Construction Management and Economics, 16(02), 209-19.

Love, P E D, Skitmore, M R and Earl, G (1998) Selecting a suitable procurement method for a building project. Construction Management and Economics, 16(02), 221-33.

Ofori, G (1998) Sustainable construction: comment. Construction Management and Economics, 16(02), 141-5.

Shammas-Toma, M, Seymour, D E and Clark, L (1998) Obstacles to implementing total quality management in the UK construction industry. Construction Management and Economics, 16(02), 177-92.

Wang, C-H and Mei, Y-H (1998) Model for forecasting construction cost indices in Taiwan. Construction Management and Economics, 16(02), 147-57.

Winch, G, Usmani, A and Edkins, A (1998) Towards total project quality: a gap analysis approach. Construction Management and Economics, 16(02), 193-207.

  • Type: Journal Article
  • Keywords: client satisfaction; gap analysis; Glaxo; project management; quality
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/014461998372484
  • Abstract:

    This paper presents a critique of existing approaches to the management of projects and the definition of project success, arguing that these are both fragmented and fail to place the client at the centre of the process. In this critique, the paper focuses on quality management, and places the minimization of client surprise at the heart of the assessment of project success. As an alternative, a gap analysis approach, derived from the service quality management literature, is developed which, it is argued, provides a better way of under-standing the challenge of managing projects. The model is then applied empirically to the Glaxo project, the largest building project in the UK in recent years. The Glaxo project was remarkably successful, and the lessons can be learned well through the perspective of the gap analysis model. In conclusion the paper concludes that quality on construction projects is a negotiated order, and that design reviews are the principal means by which this order is negotiated.