The effectiveness of quality management systems in project management : the case of Transnet Group Capital

Abstract

Transnet’s infrastructure development projects foster economic growth through the country’s ports, pipelines, and rail networks expansion and modernisation. To this end, Transnet has taken up several capital expansion projects across all its operating divisions to develop and expand its infrastructure. However, the reported figures on compensation events in rail project execution, comprising defects and double handling was found to be notably high. The study aimed to assess the effectiveness of project quality management systems within the life cycle of projects implemented by Transnet Group Capital. The study was cross sectional in nature and a quantitative research design was adopted involving both primary and secondary research. A questionnaire was used to collect primary data based on a stratified random sampling technique. The data was collected at Transnet Group Capital (TGC). The statistical programme, SPSS version 26.0 was used to analyse data. The secondary data was obtained from TGC management information systems (Primavera databases), wherein a repository of the required documentation is maintained. The secondary data was analysed using quantitative content analysis. It was found that gender parity has not been achieved throughout all the disciplines. Overall, women’s representation remains lower than men. On a positive note, Transnet Group Capital projects are selected in line with business goals. This further confirms that the projects are subjected to an independent Gate Review as specified in the Project Lifecycle Process methodology and as per the project’s classification outcome. Findings indicate that the end users are not consulted throughout the construction processes and project timelines are prolonged. This is coupled by an unclear scope which is not adequately communicated to all stakeholders, incapacitated project managers, as well as lack of quality assurance and control processes. The document analysis presented the impact of compensation events at an average of 4% of the contract value. These findings give Transnet Group Capital a reason to improve their project execution and the monitoring process. The study recommends that gender equity be prioritised. There should be agreements on the expected outcomes of the project to allow each milestone of the project to stay on target. An emphasis of core values is also necessary to transcend differences in culture. There is a need to institutionalise quality awareness and to implement a risk mitigation plan.