Qua lity management

in construction
project
BSS666: LECT 10 & 11
 PROJECT QUALITY MANAGEMENT

is viewed as a total commitment to manage a firms resources

to achieve the highest levels of performance in everything in
which the firm is involved.

provides all the tools to make sure your project turns out
as planned

harnessing everyones effort to achieve zero defects at

lowest cost, and zero defects means continually satisfying
customer requirements
 PROJECT QUALITY
MANAGEMENT
is a method for ensuring that
all the activities necessary to
design, develop and
implement a product or
service are effective and
efficient with respect to the
system and its performance
THREE MAIN COMPONENT OF
QUALITY MANAGEMENT

In construction engineering and manufacturing, quality

1) QUALITY control and quality engineering are involved in developing
CONTROL systems to ensure products or services are designed and
produced to meet or exceed customer requirements. These
systems are often developed in conjunction with other
business and engineering disciplines using a cross-
functional approach.
THREE MAIN COMPONENT OF
QUALITY MANAGEMENT

refers to planned and systematic production processes that

2) QUALITY provide confidence in a product's suitability for its intended
ASSURANCE purpose. It is a set of activities intended to ensure that
products (goods and/or services) satisfy customer
requirements in a systematic, reliable fashion
 THREE MAIN COMPONENT OF
QUALITY MANAGEMENT

3) QUALITY
IMPROVEMENT

These cover product improvement,

process improvement and people
based improvement.
 Achieving Quality on Projects
Attitude of mind
Achieving a quality
product
Quality of
management
process
Preventive medicine

Quality
Assurance

Quality Curative
Control Medicine

Quality of the
product

Ultimate Goal
QUALITY?
The common element of the business
definitions is that the quality of a
product or service refers to the
perception of the degree to which the
product or service meets the
customer's expectations:

Quality has no specific meaning unless

related to a specific function and/or
object

Quality is a perceptual, conditional and

somewhat subjective attribute
Business has tried to define quality in
a producer-consumer context, with the
following variations:

ISO 9000: "Degree to which a set of

inherent characteristic fulfills
requirements." The standard defines
requirement as need or expectation.
 Business has tried to define quality in a
producer-consumer context, with the
following variations:

Six Sigma: "Number of defects per

million opportunities." The metric is
tied in with a methodology and a
management system.
 Business has tried to define quality in a
producer-consumer context, with the
following variations:

Philip B. Crosby: "Conformance to

requirements." The difficulty with
this is that the requirements may not
fully represent customer
expectations; Crosby treats this as a
separate problem.
Business has tried to define quality in
a producer-consumer context, with
the following variations:

Joseph M. Juran: "Fitness for use."

Fitness is defined by the customer.

Noriaki Kano presenting a two-

dimensional model of quality: "must-be
quality" and "attractive quality." The
former is near to the "fitness for use" and
the latter is what the customer would love,
but has not yet thought about.
Genichi Taguchi, with two definitions:

"Uniformity around a target value." The idea

is to lower the standard deviation in
outcomes, and to keep the range of
outcomes to a certain number of standard
deviations, with rare exceptions.

"The loss a product imposes on society

after it is shipped." This definition of quality
is based on a more comprehensive view of
the production system.
American Society for Quality:

a subjective term for which each

person has his or her own definition.

In technical usage, quality can have

two meanings: the characteristics of a
product or service that bear on its
ability to satisfy stated or implied
needs;

a product or service free of

deficiencies.
Peter Drucker:
"Quality in a product or
service is not what the
supplier puts in. It is what
the customer gets out and
is willing to pay for."
 Quality Concepts
For Design
*Aesthetics (good design taste)
*Functionality (design does what it is
intended to: meet building code
requirements)
*Safety (safe for occupiers; meet
building code requirements)
* Cost (within clients budget)
 Quality Concepts
For Construction

Workmanship (quality of
constructed work)
Integrity (according to drawings
and specifications)
Completion time in the project
according to clients requirements
 Quality Concepts
Zero Defects states that there is no
tolerance for errors within the system. The
goal of all processes is to avoid defects in
the product or service

The Customer is the Next Person in the Process

based on providing the internal organization a
system that ensures the product or service is
transferred to the next person in the process in a
complete and correct manner
 Quality Concepts
Continuous Improvement Process is a holistic
approach to an organization that focuses on
principles while making the process
improvements

Process Capability in evaluating the processes

which will be used to produce a system, it is
essential that the process be capable of
performing the required functions to achieve the
desire outcome.
 Major Cost Categories of Quality
a) Prevention Cost cost to plan and execute a project
so that it will be error free. Some areas of
prevention cost include planning of the scope,
budget, performance and duration to meet customer
requirements.
(i Training, ii. Process capabilities studies, iii.
Surveys of vendors/suppliers, iv. Surveys
of subcontractors)
b) Appraisal Cost- cost of evaluating the processes and the output of the
process to ensure the product is error free. ( inspection and testing of
products, maintenance ad test equipment, cost to process and report
inspection data)
 Major Cost Categories of Quality
b) Internal Failure Cost cost incurred to correct an identified defect before
the customer receives the product. (scrap and rework, inventory costs)

c) External Failure Cost relates to all errors not detected and corrected
before delivery to the customer. (warranty cost, product liability)

d) Measurement and Test Equipment capital cost of equipment used to

perform prevention and appraisal activities.
HOW TO IMPROVE
PRODUCTIVITY IN THE
WORK PLACE TO
ACHIEVE TOTAL QUALITY
ON PROJECTS?
 Achieving Quality
on Projects

IMPROVING
PRODUCTIVITY

Setting-up of Quality
Motivation
Management System
of Employees
or Process
Motivational Theories
 McGregor`s Theory X & Theory Y
Theory X
- People are lazy by nature;
dislike work & will avoid it
whenever possible
- They must be coerced,
controlled and threatened
with punishment in order to
work.
- They lack ambition and seek
mainly security.
- They avoid responsibility
Theory Y
- Work is as natural to man as
play & rest.
- People are capable of self
direction to objectives they are
committed.
- People will even seek
responsibility given proper
rewards.
- Many people are creative,
ingenious & imaginative but
these intellectual potentialities
are utilized only partially in
most organizations.
 Herzberg`s Two-Factor
Theory

Motivators = Growth

Hygiene Factor = Replenishment

Needs
 Herzberg`s Two-Factor
Theory
Motivators = Growth Hygiene Factor =
Satisfiers Replenishment Needs
Achievement Dissatisfiers
Recognition Working conditions
Responsibility Administrative policies
Work itself Supervision
Advancement Salary
Interpersonal Relations
Status
Job Security

Maslow`s Hierarchy Physiological
Need for air, water, food,
of Human Needs warmth, sleep,sex & basic
bodily satisfactions
Safety-Security
Existential Freedom from actual danger &
Ego need for assurance of continued
Social well being.
Safety Belonging-Love-social
Physiological Need to give & receive
attention, love & affection.
Ego-Esteem
Need for the respect &
recognition of others
Chronological-Psychological Age Existential, Self-Actualization
The need to become all that one
is becoming.
These models are used in the
construction industry

FOCUSED ON MOTIVATION,
EMPLOYEE NEEDS AND
INCENTIVES
Motivation
The set of processes that
determine the choices people
make about their behaviours
It imparts incentives that require
a response on part of someone
else of achieve a defined goal
Motivation
In business, motivation is not
synonymous with salaries;
money is a means for
accommodating the economic
needs of workers
Motivation means an inner wholesome
desire to exert effort without the
external stimulus money
Context of MOTIVATING
It is the ability of indoctrinating the
personnel with a unity of purpose and
maintaining a continuing, harmonious
relationship among all people.
A force which encourages and promotes a
willingness of every employee to
cooperate with every member of the team
Effective Motivation of Employee

Create proper conditions that

cause people to do their work
willingness and enthusiasm

The willingness to exert high level

of effort to reach organizational
goals, conditioned by the efforts
ability to satisfy some individual
need
EMPOLYEE NEEDS
MOTIVATION THRU:

Goal Setting

Employee reward/incentives

Reinforcement
 Advantage of Productivity
Improvement
Decreased total cost and duration of
production
Improved quality
Growth in market share of product
Increased employment and wages without
inflationary pressures
Enhanced purchasing capacities among
employees, employers and customers
End of Presentation
QUALITY MANAGEMENT
PROGRAM
 Why quality management?

The implementation of quality

management and the guidelines
are designed to encourage and
assist:
the management of projects and
contracts by all customers and
service providers to consistently
achieve the required outcomes;
a better customer service approach
by service providers;
 Why quality management?

continual improvement in the delivery

of project and contract outcomes; and
a consistent approach by agencies in
specifying, and service providers in
providing/implementing, Quality
Management Systems, Quality
Management Plans (including design
plans), and Inspection and Test Plans, and
in monitoring their implementation.
Quality Management Complements
Project Management

QM & PM both recognize the

importance of four (4) basic
principles:

Customer satisfaction
Prevention over inspection
Management responsibility
Continuous improvement
1. Customer
Satisfaction
Understanding, evaluating, defining,
and managing expectations so that
customer requirements are met:

Conformance to requirements
Fitness for use
2. Prevention over
Inspection

Build quality in vs Inspect quality in

The cost of preventing mistakes is

generally much less than the cost of
correcting them, as revealed by
inspection/assessment
3) Management Responsibility

Success requires
the participation
of all members of
the team, but
management is
responsible to
provide the
resources to
succeed.
 4. Continuous Improvement
The plan-do-check-act
cycle is the basis for
quality improvement.

Quality improvement
initiatives can improve
the quality of project
management as well as
the quality of the
product.
 CONSTRUCTION PROJECT QUALITY MANAGEMENT

Quality Plan (PLAN) Quality Assurance (DO) Quality Control (CHECK)

Quality Improvement (ACT)
1. Inputs
1. Inputs 1. Inputs
1.1 Quality Improvement 1. Inputs
1.1 Quality Improvement 1.1 Work Results
1.2. Quality Policy 1.1 Quality Improvement
1.2. Quality Mgt Plan
1.2. Results of Quality Philosophy and
1.3 Project Description
Control 1.3 Operational Definition Principles
1.4. Standard Regulation
Measurement 1.4. Checklist 2. Tools and Techniques
2. Tools and Techniques
1.3 Operational 2. Tools and Techniques 2.1. Suggestion Scheme
2.1. Benefit/Cost analysis
Definitions 2.1. Inspection 2.2. 5S
2.2 Benchmarking
2. Tools and Techniques 2.2 Seven New Quality 2.3 Work Simplification
2.3 Flowcharting Control Tools
3. Outputs
2.1. Quality Planning 2.4. Quality Control Circle
2.3 Other Quality Mngt Tools
3.1 Quality Mgt Plan 2.2 Tools and Techniques and Techniques 2.5. ISO 9000
3.2 Operational Definitions 2.3 Quality Audits 3. Outputs 3. Outputs
3.3 Checklist 3.1 Quality Improvement
3. Outputs 3.1 Improved Quality
3.4 Quality Bassline 3.2 Acceptance Decision Standard
3.1 Quality Improvement
3.5. Quality Checklist 3.3 Rework

3.6. Project Management Plan 3.4 Completed Checklist

(Update) 3.5. Process Adjustments
 CONSTRUCTION QUALITY PLANNING

INPUTS PROCESS OUTPUT

1) enterprise 1) cost benefit 1) requested
environmental analysis changes
factors
2) benchmarking 2) recommended
2) corrective actions
3) design of
organizational
experiments 3) organizational
process assets
process assets
4) cost of quality
3) project scope (updates)
statement 5) quality control
4) project
tools and
4) project management plan
techniques
management (updates)
plan
 PERFORM QUALITY ASSURANCE

TOOLS/
INPUTS OUTPUT
TECHNIQUES
1) requested changes
1) quality management 1) quality planning tools
plan 2) recommended corrective
and techniques actions
2) quality metrices 2) quality audits 3) organizational process
3) process 3) process analysis assets (updates)
improvement plan
4) quality control tools and 4) project management
4) work performance techniques plan (updates)
information
5) approved change
request
6) quality control
measurements
7) implemented change
request
8) implemented
corrective actions
9) implemented defect
repair
10) implemented
preventive actions
 PERFORM QUALITY CONTROL
INPUTS
1) quality management
plan
2) quality metrices
3) quality checklists
4) organizational
process assests
5) work performance
information
6) approved change
requests
7) deliverables
TOOLS/
OUTPUT
TECHNIQUES
1) quality control
1) cause and effect measurements
diagram 2) validated defect repair
2) control charts 3) quality baseline
3) flowcharting 4) recommended quality
4) pareto chart actions
5) scatted diagram 5) recommended
preventive actions
6) statistical sampling
6) requested changes
7) histogram
7) recommended defect
8) inspection repair
9) defect repair review 8) validated deliverables
9) organizational process
assets
10) project management
plan
 Plan-Do-Check-Act Cycle
PLAN
QUALITY PLAN

ACT DO

QUALITY IMPROVEMENT QUALITY ASSURANCE

CHECK
QUALITY CONTROL
Quality Planning identify which quality standards are relevant to the project and
determining how to satisfy them
1. Input
Quality Improvement 2. Tools and Techniques
Quality Policy Benefit/Cost Analysis
Project Description Benchmarking
Standard Regulation Flowcharting

3. Outputs
Quality Management Plan
Operational Definitions]
Checklist
PROJECT PLANNING STRATEGY
CONDUCTING SWOT ANALYSIS
What STRENGTHS do we have? How can we take advantage of them?
What WEAKNESSES do we have? How can we minimize the impact of
these?
What OPPORTUNITIES are there? How can we capitalize on them
What THREATS might prevent us from getting there? (consider
technical obstacles, competitive responses, values of people within your
organization, and so on)
SWOT ANALYSIS
Internal

External
 Factors Examples
Strengths Abilities, core competencies, capabilities
Internal resources, weakness of the competition,
or the opposing sources
Weaknesses Critical parts of the organization to
strengthen or hide from competitors.
Failures, defeats, loses and inability to
match up with the dynamic situation
Opportunities Possibilities/benefits of what can be done
External and where effectiveness is possible

Threats The pitfalls and the dangers, the

variations and exceptions possible,
changes in business environment, PEST
forces (political, economic, social,
technological)
 For every obstacle
identified, what can we do
to overcome or get around
them?

(This helps you develop

contingency plans)
 Obstacles are those
frightful things you
see when you take
your eyes off your
goal
Henry Ford
 There are seven aspects of an
organization that need to harmonize with
each other, to point in the same direction
like the needless of seven compasses

If each aspect supports the others then

the organization can be said to be
organized
S Structure

Strategy Systems

Shared
Values

Style
Skills

Staff
Quality Assurance - evaluating overall project performance on a regular basis to
provide confidence that the project will satisfy the relevant quality standards
1. Input
Quality Management Plan
Results of quality control measurement
Operational Definitions

2. Tools and Techniques

Quality Planning (Tools and Techniques)
Quality Audits
3. Outputs
Quality Improvements
Quality Control - monitoring specific project results to determine if they comply with the
relevant quality standards and identify ways to eliminate causes of unsatisfactory
performance
1. Input
Works results
3. Outputs
Quality Mngt Plan
Quality Improvements
Operational Definition
Acceptance Decisions
Checklist
Rework
Completed Checklist

2. Tools and Techniques Process Adjustments

Inspection
Seven New Quality Control Tools
(Pareto Analysis, Data Tables, Cause-Effect Analysis, Trend Analysis
Histograms, Scatter Diagrams, Control Charts) and other Management Tools
and Techniques
Quality Improvement - includes taking action to increase the effectiveness and efficiency
of the project maintaining and improving the current standard
1. Input
Quality Improvement Philosophy and Principles

2. Tools and Techniques

Suggestion Scheme
5s (Sort, Systematize, Sweep, Sanitize, Self-Discipline)
Work Simplification (Work Measurement & Work Study)
Quality Circle
ISO 9000 (Quality Management System Standards)

3. Output
Improved Quality Standard
Construction Project Quality Management must address both the management of
the project and the product of the project. Failure to meet quality requirements in
either dimension can have serious negative consequence for any or all of the
project stakeholders

Why Quality Assurance?

Why Quality Control?
 Do I Have A Quality Assurance
Program?

Often times the phrase quality

assurance is mis-used and mis-
understood

To avoid any confusion, the

following table can be utilized as a
tool to assess if you have a quality
assurance program.
 DO I HAVE A QUALITY
ASSURANCE PROGRAM?

IF NO WAS ANSWERED TO
ANY OF THE ABOVE
QUESTIONS, YOU DO NOT
HAVE AN EFFECTIVE
QUALITY ASSURANCE
PROGRAM
Why Quality Assurance?

A good quality assurance system in the

construction will:
Identify objectives and standards
Be multifunctional and prevention oriented
Plan for collection and use data in a cycle of
continuous improvement
Plan for the establishment of and
maintenance of performance measure
 What Is Quality Assurance?

Quality assurance is about being in

control of all major areas of your
business (key processes) so that you
can assure quality.
Being in control also reduces variation,
which improves quality.

Control and variation reduction is

accomplished using various methods.
QUALITY ASSURANCE = P-D-C-A
CYCLE OR DEMING CYCLE
Plan: Documented
processes via
quality procedures
& quality plans
Act: Act upon the
results Do: Work
by implementing systematically
CAPA & conducting by
Management following your
Reviews. procedures.

Check: Verify with

quality audits & by
documenting
Non-conformances
 Quality Assurance have a little value if the
systematic methods were not properly
managed that includes:

Document Control: To
ensure employees have the correct
procedures and the procedures are properly
maintained.

Audits: To verify quality procedures are

being followed.
.
 Quality Assurance have a little value if the
systematic methods were not properly
managed that includes:
Non-conformance Tracking: To monitor and
track quality issues to ensure that defects are
kept from your customer

CAPA (corrective action and preventative

action): To correct flawed processes (i.e.
quality procedures) when detected via audits
and non-conformance tracking to prevent
defects from reoccurring.
 Quality Assurance have a little value if the
systematic methods were not properly managed
that includes:

Management Review: Reviewing

quality system data (performance)
(quality metrics) to determine if the
quality system is working and if it is
not, taking the appropriate action to
improve the system.
 Numerical Data
Control and variation reduction is established
by statistically evaluating the process capability
and then controlling the process via process
control charts using SPC (statistical process
control).
 Non-Numerical Data
Control and variation is also
reduced by instituting systematic
methods (i.e. quality procedures).

This is also referred to as

systematizing, standardizing, or
proceduralizing your key business
processes.
 Construction Industry Needs
To be effective, a quality assurance
program designed for construction
must be streamlined, user-friendly,
not overly-burdensome, and geared
for the intended audience.

In addition, it must strike the right

balance between added cost and
added value.
 Construction Industry
Needs
Unfortunately, the only quality assurance
standard that is currently available to the
construction industry is the ISO 9000 quality
system, which is well known due to high levels
of publicity

This standard has for the most part been

completely ignored by the construction
industry in the U.S. as only 42 construction
companies are certified.
 Construction Industry Needs
To be effective, a quality assurance
program designed for construction must
be streamlined, user-friendly, not overly-
burdensome, and geared for the intended
audience.

In addition, it must strike the right balance

between added cost and added value.
 Construction Industry Needs

Unfortunately, the only quality assurance

standard that is currently available to the
construction industry is the ISO 9000 quality
system, which is well known due to high levels of
publicity

This standard has for the most part been

completely ignored by the construction industry in
the U.S. as only 42 construction companies are
certified.
 Construction Contractor Quality
System Audit Checklist
Due to the lack of a basic construction quality
assurance program for the construction industry,
a construction contractor, quality system audit
checklist was developed to assess a construction
contractors quality system.
The checklist was developed utilizing the following
steps:
1) Using the ISO 9000: 1994 standard as a guide.
2) Stripping those elements from the standard that
are not essential to construction.
3) Adding quality elements that are unique to
construction.
 Corporate Construction Quality
Assurance Program
Due to a lack of a standard quality
assurance program that meets the needs
of the construction industry, a back-to-
basics and streamlined construction quality
assurance program was developed.
The goal was to develop a system that
captured the essence of quality assurance,
including:
Assuring quality.
 Corporate Construction Quality
Assurance Program
Adding value.
Utilizing a risk-based approach (to minimize the
cost of a quality system).
Reducing the cost of quality (and increasing
profit).
Providing the tools required to successfully:
o Get the job done right the first time.
o To find & correct defects before your
customer finds them.
o Prevent defects from re-occurring.
 Why Quality Control?

It is a process of diagnosis and cure. As the facility is erected and

commissioned it is checked against the specification to ensure that
it is of the required standard, and any variance are eliminated. The
activities by which this is done must be (a) planned, (b) tested, (
c) recorded and, (d) analysed.

Planned: quality control consumes resources, and so

activities must be planned so that those resources are
allowed for in the projects estimated and are available
to conduct the tests at the right time
Tested: it must be known that the method of checking the
specification will highlight variances

Recorded: the results must be recorded to provide a

historical record for planning future projects, and to be able
to analyse trends

Analysed: the results must be analysed to determine the

cause of any variance so it can be eliminated and the
analysis of trends can indicate potential problems before
they occur.
 Quality Control
Quality Assurance
Quality Management
Zero Defects
Do the Right Thing Right the
First Time
Construction Improvement
Process
* Management by Objectives
Management by Exception
Management by Walking
* Cost Analysis
* Personnel/Equipment Allocation
* Participative Management/Employee
Involvement
Obligations and responsibilities of management
Edward Demings 14 Points

(1) Create constancy of purpose for the

improvement of product or service
(2) Adopt the new philosophy
(3) Cease dependence on mass inspection
(4) End the practice of awarding business on
the basis of price tag
(5) Improve constantly
(6) Institute more thorough training
(7) Institute leadership
W. Edwards Deming 14 Points

(8) Drive out fear

(9) Break down barriers between
departments
(10) Eliminate slogans and targets
(11) Eliminate work standards
(12)Remove the barriers that rob employees
of their right to pride in workmanship
(13) Institute programs of education and
self-improvement
(14) Put everybody to work to accomplish
the transformation
 Basic Quality Control Tool: Cause and Effect Diagram
(Fish Bone Diagram)

Machine Method Man

Problem
Statement

Management Environment Material

 Basic Quality Control Tool: Cause and Effect Diagram
(Fish Bone Diagram)

Machine Method Man

Too Slow Poor

Work Wrong Training
Cutter Speed Sequence
Bad Attitude
Too Fast

Problem

Poor Statement
Supervision
Too High Material
Poor Temp Damage
Planning Too Low Incorrect Material

Environment Material
Management
Control Charts
The control chart is a graph used to study how a process changes over
time. Data are plotted in time order. A control chart always has a
central line for the average, an upper line for the upper control limit
and a lower line for the lower control limit. These lines are determined
from historical data. By comparing current data to these lines, you can
draw conclusions about whether the process variation is consistent (in
control) or is unpredictable (out of control, affected by special causes
of variation).

Control charts for variable data are used in pairs. The top
chart monitors the average, or the centering of the
distribution of data from the process. The bottom chart
monitors the range, or the width of the distribution. If your
data were shots in target practice, the average is where the
shots are clustering, and the range is how tightly they are
clustered. Control charts for attribute data are used singly.
 When to use a Control Chart
When controlling ongoing processes by finding
and correcting problems as they occur.
When predicting the expected range of outcomes
from a process.
When determining whether a process is stable (in
statistical control).
When analyzing patterns of process variation
from special causes (non-routine events) or
common causes (built into the process).
When determining whether your quality
improvement project should aim to prevent
specific problems or to make fundamental
changes to the process
20

15

10

-5

-10

-15
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25

Range Chart

60

50
Improving Quality
Four-Step Approach to Quality Improvement.

1) Early QI efforts assumed that improvements could

be readily attained by adding new or more things,
such as new machines, procedures, training, or
supplies

2) It was believed that simply adding more resources

or inputs would improve quality

3) People working to improve quality learned that

increasing resources does not always ensure their
efficient use and, consequently, may not lead to
improvements in quality.
Four Step Approach to
Quality Improvement
1) Step one: Identify > Determine what to improve
2) Step two: Analyze > Understand the problem
3) Step three: Develop > Hypothesize about what
changes will improve the problem and develop
solution strategy based on these changes
4) Step four: Test and implement > Test the
hypothesized solution
1) Identify
The goal of the first step, identify, is to
determine what to improve.

This may involve a problem that needs a

solution, an opportunity for improvement that
requires definition, or a process or system
that needs to be improved. Examples of
problems or processes that are commonly
identified include low coverage, inadequate
counseling, lack of drugs, lost lab reports,
and excessive waiting time.
1) Identify
This first step involves recognizing an
opportunity for improvement and then setting
a goal to improve it. Quality improvement
starts by asking these questions:

What is the problem?

How do you know that it is a problem?
How frequently does it occur, or how long has
it existed?
What are the effects of this problem?
How will we know when it is resolved?
 How Project Quality Management can be Applied
More Effectively?
1. Customer-First Attitude
2. Teamwork & Cooperation
3. Internal Customer Support
4. Long Term Improvements are Better Than Quick Fixes
5. Facts and Data are Better Than Hunches and Guesses
6. Worry About Solutions. Dont Concentrate on Finding Fault
7. Total Involvement is the Key
8. Make this a People Intensive Process
9. Promote a Spirit of Commitment
IS CONSTRUCTION
SCHEDULE
IMPORTANT TO
ATTAIN
PRODUCTIVITY IN
CONSTRUCTION?
 IMPORTANCE OF QUALITY PROJECT PLANNING AND
SCHEDULING IN CONSTRUCTION

(we are concerned with the

timing
SCHEDULING aspects, that is, how much
duration to be allocated in
the activity

PROJECT
MANAGEMENT Project Scheduling
a. Time Estimates
CYCLE
b. Timing Calculations
c. Job Scheduling
The objectives of the Project Quality Management is defined as an
attempt to make the most efficient and effective use of the
resources:
* Money * Manpower

* Machine/Equipment * Methods

* Materials
Proper utilization of resources will result a higher productivity,
improve performance and customer satisfaction
 C OST

PROJECT
QUALITY
MANAGEMENT

T
ime Q uality
Case Study
The Utility Operations organization of the construction company
received a new heavy equipments. It is the latest technology and
will replace its twenty five (25) year old
model. It uses computerized controls vs manual in the old system.
There has been very little turnover in the utility staff over the last 30
year and most operators are not familiar with computerized
applications. Managements expectations are that the new system
will be more efficient, come on line quicker than the old system and
last longer. The team has been asked to write a procedure and
develop training to
ensure the expectations are met.

Question: How would you apply the three steps of quality

management?
Quality Planning
Perform Quality Assurance
Perform Quality Control
% Quality

Quality/Grade
 IMPORTANCE OF QUALITY PROJECT PLANNING AND
SCHEDULING IN CONSTRUCTION

PLANNING

PROJECT
MANAGEMENT
SCHEDULING
CYCLE

CONTROL
 IMPORTANCE OF QUALITY PROJECT PLANNING AND
SCHEDULING IN CONSTRUCTION

(we determine WHAT is to

PLANNING
be done in accomplishing a
project)

PROJECT
Project Planning
MANAGEMENT
a. Objectives
CYCLE
b. Content of project
c. Arrow Diagram (Network Diagram)
IMPORTANCE OF QUALITY PROJECT PLANNING AND
SCHEDULING IN CONSTRUCTION

(we are concerned for providing

timely follow-up
CONTROL
information a convenient and
effective form)

PROJECT
Project Control
MANAGEMENT
a. Follow-up
CYCLE
b. Updating
c. Reporting
 IMPORTANCE OF QUALITY PROJECT PLANNING AND
SCHEDULING IN CONSTRUCTION

(we determine WHAT has to

PLANNING be done in accomplishing a
project)

PROJECT (we are concerned

with the timing
MANAGEMENT
SCHEDULING aspects, that is,
CYCLE
how much)

CONTROL (we are concerned for providing

timely follow-up
information a convenient and
effective form)
 MONITORING PROCEDURES AND
CONTROL OF WORK PROGRESS

ACTION REQUIRED Planned

% Completion

Actual

Time
 Control Cycle

Gather Facts &

Data

Take corrective
action and re-
plan

Analysis of Data
and Progress

Predict likely outcome of

current course of project
 Gather
Facts &
CONTROL INFORMATION PROVIDES A BASIS FOR Take
Data

MANAGEMENT DECISIONS, AND THE FOLLOWING corrective

action and
re-plan
REQUIREMENS SHOULD BE SATISFIED BY AN Analysis of
Data and
EFFECTIVE CONTROL SYSTEM: Predict likely
Progress

outcome of current
course of project

It should draw immediate attention to significant deviations from what is

planned

true and meaningful comparisons must be possible

the information should indicate what corrective action is necessary, and by

whom the action should be taken

key areas of control must be chosen with care, so that the results of control
are worth the time and effort
 THREE ELEMENTS TO BE
CONTROLLED IN A
CONSTRUCTION PROJECT

Progress vs Time
Cost vs Tender or Budget
Quality vs Specification
TIME

CONTROL QUALITY
COST
 QUALITY MANAGEMENT SYSTEM

A Quality Management System provides a structure, including

documentation and processes, which enables the delivery of products
and services to be controlled and managed to consistently meet the
specified requirements.
The extent and detail of the documentation and processes included in a
service providers Quality Management System would be determined to
suit the products, services, practices and characteristics of the service
provider, its customers requirements, and the needs of its personnel and
its own service providers.
Establishing and implementing a Quality Management System involves:
Identifying the areas and assessing the associated level (likelihood and
impact) of risk of products
and services not conforming with the specified requirements;
developing processes, generally documented as plans and procedures,
to manage the risks;
identifying and providing resources and allocating responsibilities to
suit the plans and procedures;
implementing the plans and procedures;
monitoring, auditing and improving the implementation of plans and
procedures; and
regularly reviewing and improving the Quality Management System.
 QUALITY MANAGEMENT SYSTEM

A Quality Management System provides a structure, including

documentation and processes, which enables the delivery of products
and services to be controlled and managed to consistently meet the
specified requirements.
The extent and detail of the documentation and processes included in a
service providers Quality Management System would be determined to
suit the products, services, practices and characteristics of the service
provider, its customers requirements, and the needs of its personnel and
its own service providers.
Establishing and implementing a Quality Management System involves:
Identifying the areas and assessing the associated level (likelihood and
impact) of risk of products
and services not conforming with the specified requirements;
developing processes, generally documented as plans and procedures,
to manage the risks;
identifying and providing resources and allocating responsibilities to
suit the plans and procedures;
implementing the plans and procedures;
monitoring, auditing and improving the implementation of plans and
procedures; and
regularly reviewing and improving the Quality Management System.
 Developing a Quality Management System
The scope and extent of documentation in a service provider's Quality Management System will
depend on the products and services delivered by the service provider and the particular customer
requirements, including those of the agencies with which they wish to work.
Service providers must allocate resources, including personnel with sufficient knowledge, skills
and
experience in quality management, and have corporate procedures for developing, implementing
and
maintaining their Quality Management System, Quality Management Plans, and Inspection and
Test
Plans, as applicable, and to monitor their effective implementation with contracts.
Service providers that purchase or subcontract products and/or services would ensure each
customers
quality requirements are reflected in the applicable purchase or subcontract documents.
5.1.2 Addressing agency requirements
Service providers interested in tendering for agency contracts must address the applicable agency
 TIME CONTROL
Planned Completion Dates for each Stage or Phase

Contractors responsibility is to prepare a DETAILED

WORK PLAN which meets the requirements of the
contract

Responsibility of the General Contractor to coordinate

the work of his subcontractors, suppliers and other
stakeholders of the project
 Important Steps That We Need To Do (Project
Engineer) In Controlling The Progress Of The
Project
Establish TARGETS As each Target Event
or MILESTONES Occurs,
Compare Actual vs
Asses the Effect of Targeted
PERFORMANCE TO Performance
DATE ON FUTURE
PROGRESS
If necessary, RE-PLAN Request Appropriate
so as to achieve Original
Action from those
Targets or to come as
near as possible to directly responsible
achieve them for the various
activities
PROJECT
BUDGET
 A GOOD AID TO KEEP THE COST FORECAST UP TO DATE IS A COST
DIARY FOR EACH ACCOUNT

These diaries should include such information as:

cost checks prepared during the designing stage

contracts with consultants, contractors, suppliers
and other organizations
variations orders, and variations foreseen
expected cost changes due to disturbances in the
planned progress of the works
Control Curves %
Completion

Time

S-Curve relate to the value of WORK done, not to cash payments

Contractors are paid PERIODICALLY, usually monthly, in a

way related to the value of the WORK COMPLETED

Cash Flow may be derived from the value of S-Curve

QUALITY CONTROL
Quality control in a construction project should aim at satisfying the clients
stated needs and requirements. QC must be exercised during all stages of a
project

BRIEFING DESIGNING TENDERING CONST. COMMISSIONING

STAGE STAGE STAGE STAGE STAGE

OVERALL CONTROL
DECISION MAKING

inspection Special test

PROJECT
CONTROL
IS A MUST!!!