Construction Management Factors Influencing Concrete Crack Formation and Quality Control in Building Projects

Abstract

Concrete cracking is a common quality problem in building construction. Although cracks are often explained through material properties, shrinkage, thermal stress, reinforcement detailing, and curing conditions, many cracking problems are also shaped by construction management practices. This paper examines the construction management factors that influence concrete crack formation and proposes a process-based quality control framework for building projects. Drawing on concrete cracking guidelines, curing standards, construction quality management literature, rework studies, and quality management standards, the paper argues that concrete cracking should be understood as a socio-technical quality outcome rather than a purely technical defect. The analysis identifies seven major management-related factors: inadequate pre-construction planning, weak material procurement and acceptance control, poor supervision of concrete placing and compaction, ineffective curing management, schedule pressure, insufficient coordination among project participants, and poor documentation and feedback mechanisms. The paper further proposes an integrated quality control framework based on risk-based quality planning, supplier control, method statements, worker training, inspection and test plans, curing control, communication mechanisms, and continuous improvement. The paper contributes to construction management research by linking concrete crack prevention with quality assurance, organizational coordination, and project governance. It also provides practical implications for contractors, project managers, supervisors, and quality engineers seeking to reduce crack-related defects in building projects.