Ramchander, ManduthMokwena, Pearl Lucky2022-10-032022-10-032020-11https://hdl.handle.net/10321/4308Submitted in Fulfilment of the Requirements for the Degree of Master of Philosophy in Quality Management, Durban University of Technology, Durban, South Africa, 2020.This study examined the factors affecting the implementation of Quality Management Practices in construction projects at Transnet Capital Projects (TCP). The study sought to establish the factors determining success in delivering quality at TCP and identify the barriers to quality policy implementation at TCP. The study further sought to establish the degree to which top management drives quality at the project sites and to discover project managers’ perceptions of Quality Management Systems at TCP. This study employed a quantitative approach for data collection. A questionnaire was administered to respondents who participated in the survey. Participants were selected using a stratified random sampling technique. The data was analysed using SPSS 25.0, and statistics were generated for analysis and interpretation. The factors affecting the implementation of quality management practices including the inherent challenges in the QMS in construction projects in the TCP Waterberg coal line were identified, together with the role played by key players, such as management and employees. Thus, the objectives set for the study were satisfactorily achieved. This research revealed that TCP management is very committed to the promotion of quality in projects by ensuring that a QMS is always available. However, other challenges require attention, such as the lack of project compliance monitoring (regular inspections and audits) and assessment of technical competence of subcontractors to assure that projects are completed on time and at the expected quality level. Quality Management Systems (QMS) are implemented in the construction industry to improve organisational effectiveness and ensure company objectives. The study recommends that the TCP management conduct regular project meetings to instil and enforce a quality culture amongst all employees; offer employees who properly follow the quality management practices rewards or awards; make sure that compliance inspections and audits are done as regularly as required; constantly provide resources to facilitate QMP and improve clients’ involvement in quality management practices. Above all, management must follow-up on all the QMP strategies to see if they are being implemented as is expected. The study recommended that project stakeholders apply critical quality management practices to ensure that projects are completed timeously and that all requirements critical to ensuring the quality in project management are met. Also, it recognised the need to enforce gender parity since males appeared to dominate management positions. Another significant recommendation was to engage staff in continuous professional development training. Amid the Fourth Industrial Revolution starting point, training, retraining, and reskilling are paramount in the growth of an organisation. The study finally recommends further research in exploring other factors that affect the implementation of quality management practices, such as, organisational culture and communication and their influence on TQM, organisational performance, and customer satisfaction.129 penQuality Management PracticesTransnet Capital Projects (TCP)Construction projectsConstruction industry--Quality controlQuality assuranceProject managementTotal quality managementProduction management--Quality controlThesishttps://doi.org/10.51415/10321/4308