Simplifying Complexity? On Quality Decision-Making and Nonconformance Outcomes of Megaprojects

Research in quality management has provided much insight into the challenges construction projects face with nonconformance and rework. However, in this article, most rework research has focused on most prevalent and costly avenues that desire improvement, rather than the capabilities of quality problem solving and appropriate decision making in uncertain situations. A quantitative method is adopted whereby 1205 nonconformance reports (NCRs) from a £1.45bn highways megaproject are analyzed using a cognitive decision-making framework to determine real-time and retrospective action pathways employed to rectify nonconformance problems. We identify that the interventions to address quality problems are typically premature and do not fully consider the wider picture of nonconformance failure. The findings reveal many cases of oversimplification, resulting in premature quality problem-solving outcomes. This causes NCRs to be ineffectively addressed and does not eradicate future occurrences. We show that, with the assistance of a cognitive decision-making framework and a categorization ruling, projects can improve decision making by determining when to switch intervention pathways to ensure the correct outcomes. There cannot be a one-size-fits-all approach to quality problem solving. Project teams must be more aware of the differing complexities of NCRs that require different courses of action. We close with the limitations of the article and suggest avenues for further research.