Quality management in construction: an innovative advance using project alliancing in Australia

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.