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Lessons Learned File

QA\QC Lessons learnt to avoid just in time crisis management & the loss of the customers confidence.

(The reasons why projects fail?)

PROJECT EXPECTATIONS

Customers
Employees
Owners
Subsuppliers
Society
spacer Product Quality
Career/Work Satisfaction
Investment Performance
Continuing Business Opportunities
Responsible Stewardship



BID STAGE

DESIGN

PROCURMENT

DOCUMENTATION APPROVALS

IN PROGRESS CONSTRUCTION

DOCUMENTATION TURNOVER

PROJECT QA/QC RECONCILIATION

PROJECT CLOSE OUT REPORT


PROJECT QUESTIONNAIRE

  1. What is the project completion date?
  2. Does your client approve or review your QA/QC system?
  3. Does your contract state an ISO 9000 requirement?
  4. Has construction work commenced?
  5. What is the contract price?
  6. Is the contract EPC, reimbursable or lump sum?
  7. Are your providing all materials for site installation?
  8. How many on site and off site subcontractors are you using?
  9. Who is your customers representative?
  10. Does your client have their own inspection team?
  11. What is your quality budget?
  12. Who is going to do your in-house inspection?
  13. What vendor inspection systems do you have in place?
  14. Do you have contract penalty clauses in place?
  15. Attendance for QA at all sub contractors kick off meetings?
  16. Are your subcontractors ISO 9OOO approved?
  17. If your subcontractors do not have their own QA/QC systems are you proving them with yours?
  18. Have all you client specifications been forwarded to your company and are they complete?
  19. What standards and codes are you working to?
  20. Is there a requirement to complete turnover documentation with project milestones?
  21. Do you implement constructability into the design phase?
  22. Does your head office complete 2nd party Audits on your projects?
  23. Do you conduct site Quality circle meetings?.

PROJECT QUESTIONNAIRE CONCLUSIONS

Count the number of times you said no. Less than( ) you are a typical organisation that operates a sound quality system and require Relatively little change to your existing methods of working to meet your customer's requirements.

( ) And above proving you have commitment and the project has not started it should not be too difficult to implement a quality system.

More than ( ) you have a real problem and will require to change your way of working if you intend to meet your customers requirements.

ORGANISATION FOR PROJECT SUCCESS

CONSTRUCTION ORGANISATION

Uncertainty appears to be a fundamental problem for complex organisations.

COORDINATION TOOLS

Communicating problems.

PROJECT CONTROL

EXAMPLES OF PROBLEM AREAS

PROJECT STRATEGY

PROJECT SCHEDULING

The project schedule defines the logic and expected durations for the project activities a valid project schedule must be developed with agreement and approval of the customer.
Designer vendors and the contractor. Changes to a developed schedule should be approved by all parties.
Definition of roles and responsibilities is required.
Work managers monitor performance by measuring the quantity and quality of work accomplished as compared to the work plan.
Late information can delay a project and create serious difficulties.
Assort term nature of a project requires a rapid assembly of all resources necessary to complete the job.
The risks associated with the uncertainty of actions can be enormous.
Assembling a group of individuals does not make a team.
Team members should be leaders with a strong close out drive and an ability to work as integrated members of a team with a common goal.