Do you complete continuous quality training seminars?
Safety awareness being implemented?
Review of manufactured off site equipment Quality Plans?
Is there a way of providing your subcontractors with clear site instructions?
Is there a system for controlling and expediting formal design concessions?
Is there a system for review and documenting hydrostatic test packages?
DOCUMENTATION TURNOVER
Planning scheduling coordination completed for phased handover?
Full scope of areas identified for turnover identified?
As built mark up for weld joints and civil locations on drawings completed and verified?
Change orders identified and incorporated?
Nonconformance reports identified and cleared?
Outstanding nonconformance reports agreed with client for further action?
Turnover documentation completed to meet Mile Stone and commissioning scheduling?
Identification of numbering systems and copies required for distribution?
PROJECT QA/QC RECONCILIATION
Project retention period identified?
Collection of site QA/QC correspondence NCR’s, vendor assessments and literature for archiving?
Hand over to company representative?
Hand over of inspection equipment and technical data?
PROJECT CLOSE OUT REPORT
Recommendation for improvements.
Critical reasons for project delay and penalty clauses.
Quality evaluation of sub contractors and vendors.
Non Destructive Testing evaluation.
Lessons learnt file reviewed.
PROJECT QUESTIONNAIRE
What is the project completion date?
Does your client approve or review your QA/QC system?
Does your contract state an ISO 9000 requirement?
Has construction work commenced?
What is the contract price?
Is the contract EPC, reimbursable or lump sum?
Are your providing all materials for site installation?
How many on site and off site subcontractors are you using?
Who is your customers representative?
Does your client have their own inspection team?
What is your quality budget?
Who is going to do your in-house inspection?
What vendor inspection systems do you have in place?
Do you have contract penalty clauses in place?
Attendance for QA at all sub contractors kick off meetings?
Are your subcontractors ISO 9OOO approved?
If your subcontractors do not have their own QA/QC systems are you proving them with yours?
Have all you client specifications been forwarded to your company and are they complete?
What standards and codes are you working to?
Is there a requirement to complete turnover documentation with project milestones?
Do you implement constructability into the design phase?
Does your head office complete 2nd party Audits on your projects?
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 execution plan
A within design basis
The contract documents
Policy and procedure manuals
A pre bid or preconstruction meetings
Written objectives and priorities
Constructability reviews
PROJECT CONTROL
Weekly progress meetings
Executive reviews
Expediting reports
Project instructions
Project team layout
Toolbox safety meetings
The tone of correspondence
EXAMPLES OF PROBLEM AREAS
Poorly defined design basis
Inconsistent design basis
Poorly designed project communication system
Lack of experience
Dominant external objectives
Lack of project controls
Poor operational planning
Inappropriate staffing levels
Key individuals unavailable for decision making at the project.
Note Design changes after the design has been set, can create havoc on the project dramatically adding to the cost of design and construction.
PROJECT STRATEGY
A contracting strategy
Logistics and support
A project schedule
A listing of roles and responsibilities
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.
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