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These champions will need to educate their peers and serve as resources for implementation.
It is possible that additional QAOs not identified in this research may develop in the future as the industry becomes more comfortable with alternative project delivery methods and more comfortable with the contractor taking on more responsibility for quality.
The development of additional fundamental QAOs implies that the industry is embracing not only alternative project delivery, project management and quality methods, but also developing relationships with contractors that are built up trust, the contractorâs expertise, and a willingness to shift more quality responsibility to the contractor.
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CHAPTER 6: CONCLUSIONS, LIMITATIONS and FUTURE RESEARCH 6.1 Conclusions Quality management systems in the United States transportation industry are evolving.
Innovations in QAOs and other features of quality programs are being used by STAs across the country on projects with both traditional DBB delivery and alternative delivery methods.
The development of measures to assess the performance of QAOs is a topic for future research.
The complexity of the topic was evident by a variety of conditions within the industry. For example, there is widespread inconsistent use 138 of quality terminology throughout the industry.
The dedication of sufficient time to changing agency attitudes toward incorporating alternative QAOs and incremental changes to the baseline systems will be required.
It will be necessary to assign champions within the organization to implement the models, methods and tools in this guidebook.