Project Quality Plan for Blue Mountains TAFE - Desklib

This paper outlines the project quality plan for Project 4 Blue Mountains TAFE located at the WSI Blue Mountains College, Parke St, Blue Mountains, NSW. It entails details on the project team, the quality standards and quality policies to be implemented. The quality procedures, document control and inspections are outlined in this document as well.

Project Quality Plan
19735 Project 4 Blue Mountains TAFE
WSI Blue Mountains College, Parke St, Blue Mountains, NSW
Prepared by: [Name]

HEADING 1: INTRODUCTION
The following paper outlines the project quality plan for Project 4 Blue Mountains TAFE located at
the WSI Blue Mountains College, Parke St, Blue Mountains, NSW. It entails details on the project
team, the quality standards and quality policies to be implemented. The quality procedures,
document control and inspections are outlined in this document as well.
HEADING 2: PROJECT DETAILS
The NSW Department of Commerce through the Perumal Pedavoli Architects are coming up
with a new facility for Beauty Therapy and Complementary Health Classrooms and Offices.
The project is located at the WSI Blue Mountains College, Parke St, Blue Mountains in NSW.
The project quality management is to be planned and executed in the most efficient manner
possible as outlined in this document.
HEADING 2: PROJECT TEAM
The quality team shall consist of the following people who will undertake the activities
stated below.
Name Organization
responsibility
Quality Responsibility
Michael Joseph Project Manager Quality mentoring & coaching
Steven McMillan Team Lead Quality audits
HEADING 2: QUALITY STANDARDS
The following policies are to act as a guidance for the project partners to ensure that the
output from the work is acceptable in reference to the relevant standards. By use of
deliberate quality assurance measures, the standards required for the project can be met,
the procedures of executing work can also be improved and defects in the construction
process corrected.1
The aim of this quality plan is to ensure that the project meets all the approved
specifications.
HEADING 2: QUALITY POLICY
The issues to be considered here are as follows;
The project shall be conducted according the contract documents between the client
and the contractor.
1 The impact of contractors’ attributes on construction project success: A post construction evaluation by
Jaman I Alzahrani and Margaret W Emsley. Journal article in International Journal of Project Management vol
31.2 pages 313-322. Elsevier 2013.

All deliverables of the project shall be presented to the project stakeholders for
approval as per the delivery schedule. The deliverables here include hardware, test
results and documents.
The method of work execution shall be consistent in accordance to the set
procedures, policies and regulations as stipulated in the codes of practice with no
major deviation from the same
Periodic monitoring and measuring of the quality of work procedures and outcomes
shall be conducted to ensure highest performance and continuous improvement of
the procedures
The procedures used in the project shall be subject to quality assurance
The activities revolving around quality assurance shall be followed such as quality
reviews and audits.
HEADING 1: QUALITY PROCEDURE REGISTER
A quality procedure register shall be kept with the project manager. The project manager
shall ensure that all activities listed in the procedure register are used to run the project.
The procedure register used for this project are documented in the following sections.
HEADING 2: AUDIT SCHEDULE
The quality plan will be audited once in a month. The entire operation need not be audited
but the most recent activity could be audited instead. The audit might involve going to the
field and ascertaining that the work was completed to the specifications of the project,
verifying that the inspections and test reports were populated according to the standards.
HEADING 2: PROCEDURES AND REGISTERS
Procedure Procedure Description
Project Management Plan To manage the project such that the end result is the achieving of success. The
scope of solutions and responsibilities of parties involved are outline here in the
project management plan.
Management of Defects This is an activity that involves the following;
 To record and assign severity of defects.
 To evaluate and analyze defects and assign resources to them
 To note down resolution and track the implementation process
Defect Register This document is used throughout the life of the project to track the defects
discovered in the project
Status Report  To evaluate the performance of the project according to agreed
indicators, in the agreed frequency.
 To facilitate the project control and decision-making processes
Work Schedule  To manage the work in conformance to the release strategy as
captured in the master plan.
 To stipulate the schedule baseline for the project
Completion Report  Use to assess the project in relation to the assessment criteria
 To inform the member of the project team, stakeholders and client on
the completion of the project.
Implementation Plan  Used to plan how the work will be implemented.
 To evaluate the quantities required for a particular project to
implement the system.

HEADING 1: COST CONTROL
This is an activity that is used to ensure that there is a reasonable balance the cost of the
project and high quality. The specifications that are performance based are more
encouraged in comparison to product based ones in order to achieve cost control. If there
be any substantial changes in original scope of the project, the piece of work can be bid
separately to avoid a monopolistic change order. Cost control is divided into prevention
costs, appraisal costs, internal and external failure costs.2
Prevention costs are incurred to evade quality issues and they include design,
implementation and maintenance costs. Appraisal costs are related to the measurement
and monitoring of quality related activities. Internal and external failure costs are incurred
to remedy defects discovered within the organization and by the clients respectively. Waste,
scrap and reworks are part of the internal failure costs. Repair, complaints and warranty
claims are part of the external failure costs.
HEADING 1: DOCUMENT CONTROL
These are a raft of documents that are used for reporting and monitoring the progress of
the project. These documents are outlined below;
HEADING 2: CLIENT VARIATION REGISTER
This is a registry of all the modifications that the client has requested in the project period.
These requests are put in writing and approved by the contractor before commencement of
the work. The client variation register will include the variation cost, the time change arising
from the variation and the change in the contract sum.
HEADING 2: SUBCONTRACTOR VARIATION REGISTER
Just like the client variation register, the subcontractor register is a log of variations that
have been requested by the subcontractor in a project. These variations are presented to
the main contractor for approval before commencement of any work. The subcontractor
register also includes the variation costs, the time change that arises from the variation.
HEADING 2: SITE INSTRUCTION REGISTER
The site instruction register is a log of all the instructions that have been issued for purposes
of efficient and up to standard execution of the work. A site instruction manual is filled in
triplicate and a copy kept at the site as evidence of the instructions having been given. The
instructions come from the project manager, the architect or any other stakeholder of the
project who is licenced to be giving such instructions. The site instruction register is used to
keep track of pertinent details. It is used by the lead engineer, the construction manager
and the resident engineer to confirm approvals.
HEADING 2: REQUEST FOR INFORMATION REGISTER
This is a log of all the RFIs that have ever been raised in a particular project. These requests
are generally raised for purposes of clarity in the contract documents for information that
was not conclusive at the time of signing the contract.
2 Project management: a systems approach to planning, scheduling, and controlling by Harold R Kerzner. A
book published by John Wiley & Sons, 2017.

HEADING 2: PROGRAM REGISTER
This is an electronic copy of the construction program which details the elements of a
construction sequence. It is a log that shows the construction program number, the date
that it was received, the details of the program such as the revision number and file name,
and when the programs was deemed suitable for implementation.3
HEADING 2: NON – CONFORMANCE REGISTER
This is a registry of information that is usually kept with the quality assurance and control
department of a site. The register has therein all the incidences when the contractor failed
to meet the requirements of the project. If there be any discrepancy about the quality of
workmanship, the same shall be documented in this registry.
HEADING 2: EOT NOTIFICATION AND REGISTER
Extension of time for a contract is usually requested by the contractor to cushion him
against unforeseen delays caused by events that are not entirely the contractor’s fault. EOT
might arise from the employer’s act of delay or variations that arise during the lifetime of a
project. The EOT notification is given to the employer and the same recorded in a registry
for purposes of filing.
HEADING 2: FILING SYSTEM
Construction projects usually involve the issuing of several documents which ought to be
efficiently managed. The documentation for each project is liable to become public record.
The files are also kept efficiently to prevent them from getting lost. A rule of thumb is to file
the documents as soon as they are created. Use of labels to divide tasks and binders for
relevant tab.
HEADING 1: INSPECTION AND TEST PLANS
ITPs are a program of inspection and testing of materials. This program shall be handed to
the engineer for approval before commencement of work. The contractor also has to
prepare the required reporting formats and job procedure for each activity for purposes of
approval before commencing on the job activity.
HEADING 1: INTERNAL PROCEDURES
The following procedures are to be implemented in this project. The achievements of
quality are to be tracked by the quality assurance and control team relating to progress of
activities and financial implementation of the same.
HEADING 2: PROJECT IMPLEMENTATION
The starting date of the project is the beginning of the implementation of the project as
approved in the application form of the tender. It is necessary to mobilize the project team,
define the audit trail to be used and the method of communication to be implemented.
The decision making structure of the project shall oversee the activities such as strategic
planning, coordination, monitoring, evaluation and achieving of results. An audit trail system
3 Quality management for organizational excellence by David L Goetsch and Stanley B Davis. A book published
by pearson Upper Saddle River, NJ in 2014.

shall ensure that there are a transparent, credible and traceable expenditures for the
project. An audit trail checklist is used to ensure that no mistakes are made before the
submission of the progress report.4
Project monitoring is achieved via an established procedure that documents the project
milestones as well as the expenditure of the project. Through a steering committee, which is
composed of the project partners’ representatives, the monitoring of the project can be
achieved. It is this committee that populates the project progress reports and takes
necessary action in the event of changes in the project.
HEADING 2: PROJECT EXPENDITURE AND APPLICABLE RULES
All costs that are necessary to carry out a project are deemed as eligible costs and are
incurred during the implementation of the project. Such costs are deemed eligible if they
were actually paid during the period of eligibility of the project, if they were reasonable and
justified, if they were identifiable and verifiable and if they were in compliance with the
requirements of applicable tax and relevant legislation.
4 Project management: a systems approach to planning, scheduling, and controlling by Harold R Kerzner. A
book published by John Wiley & Sons, 2017.

References
The impact of contractors’ attributes on construction project success: A post construction
evaluation by Jaman I Alzahrani and Margaret W Emsley. Journal article in International
Journal of Project Management vol 31.2 pages 313-322. Elsevier 2013.
2 Project management: a systems approach to planning, scheduling, and controlling by
Harold R Kerzner. A book published by John Wiley & Sons, 2017.
3 Quality management for organizational excellence by David L Goetsch and Stanley B Davis.
A book published by pearson Upper Saddle River, NJ in 2014.
4 Project management: a systems approach to planning, scheduling, and
controlling by Harold R Kerzner. A book published by John Wiley & Sons, 2017.