Quality Management Plan: St. Dismas Hospital Construction Project

This report presents a comprehensive quality management plan designed for the St. Dismas hospital construction project. It emphasizes the importance of quality standards for construction materials, building design, and interior development. The plan outlines monitoring and control measures, assigning responsibilities to a project manager and a quality analyst. Performance metrics like the Schedule Performance Index (SPI) and Cost Performance Index (CPI) are used to assess project progress, with specific control thresholds defined. The report includes detailed cost reporting using earned value metrics, WBS activity breakdowns, planned value (PV), actual cost (AC), and earned value (EV) over time. Analysis of these metrics reveals a need for immediate attention to the schedule performance, and the report concludes with an estimate at completion (EAC) and references to relevant project management literature.

Running Head: PROJECT MANAGEMENT
Project Management: Quality Management Plan
Name of the Student
Name of the University

1PROJECT MANAGEMENT
Quality Management Plan
A quality management plan is essential in a project in order to keep check on the quality
of the outcomes gathered from the project. In most of the projects, the quality of outcomes is
extremely important as they define the success of the project. During the planning phase of the
project, certain quality standards are to be set that must be followed throughout the course of the
project. In this particular project of St. Dismas hospital, the quality standards should be set for
construction materials, building structure, design, interior development and others. Quality
management plan can be considered as a mini project within the main project and similar to the
project, the quality management plan also requires appointment of various stakeholders who will
monitor, supervise and control the quality of the project specifically. Some of the main aspects of
the quality management plan for this project are as follows.
Monitoring and Control
The project manager has the duty of project monitoring and control but he will also
appoint a quality analyst in order to monitor the quality of the project. The quality analyst will
review the quality of the project in terms of construction materials, building design and quality,
quality of interior development like plumbing and electrical wirings and others.
The quality will also be determined using performance measures as follows.
Schedule Performance Index (SPI) 0.62
Cost Performance Index (CPI) 0.79

2PROJECT MANAGEMENT
Control Thresholds
The control thresholds for the St. Dismas project are between 0.9 to 0.8. However, it is
seen that the cost performance index is almost 0.8 and hence requires minor attention. On the
other hand, the schedule performance index is very low (0.62) and hence, it requires immediate
attention for better usage of schedule.
Cost Reporting
The earned value metrics and other cost details are entered below.
W
B
S
Activity 1-
Au
g-
99
15-
Au
g
29/
10/
199
9
4/1
1/1
999
9/11
/199
9
14/
11/
199
9
21/1
1/19
99
28/
11/
199
9
5/1
2/1
99
9
13/
12/
199
9
22/
12/
199
9
PV %
Co
mp
lete
EV
1 Planning of
Project
Quality
$
10,
00
0
$
15,
000
$
25,
00
0
10
0%
$
25,
00
0
1.
1
Analyzing
Project
Quality
Requirement
s
$
5,0
00
10
0%
$
-
1.
2
Setting
Quality
Standards
$
20,
000
10
0%
$
-

3PROJECT MANAGEMENT
1.
3
Risk
Managemen
t Plan
$
30,
000
10
0%
$
-
2 Construction
Work
$
75,
000
$
65,
000
$
14
0,0
00
10
0%
$
14
0,0
00
3 Demolition
and
Foundation
of Base
$
35,
000
$
20,
000
$
10,0
00
$
65,
00
0
10
0%
$
65,
00
0
4 Building
Infrastructur
e
$
35,
000
$
45,0
00
$
50,
000
$
55,0
00
$
35,
000
$
22
0,0
00
58
%
$
40,
00
0
4.
1
Quality
Check on
Construction
Materials
$
2,5
00
$
3,00
0
10
0%
$
-
4.
2
Quality
Check on
Construction
Quality
$
15,
000
$
15,0
00
$
10,
000
25
%
$
-
5 Monitoring
Workers and
$
15,
$
7,5
$
22,
0%

4PROJECT MANAGEMENT
Other
Stakeholders
000 00 50
0
6 Reporting
on Worker
Activities
$
5,0
00
$
5,0
00
0% $
-
7 Control
Measures
$
60,
000
$
60,
00
0
0% $
-
8 Final
Quality
Check
$
15,
000
$
15,
00
0
0% $
-
Monthly
Planned
Value (PV)
$
25,
00
0
$
75,
000
$
110
,00
0
$
55,
000
$
35,0
00
$
15,
000
$
10,0
00
$
60,
000
$
12,
50
0
$
60,
000
$
15,
000
$
55
2,5
00
$
27
0,0
00
Cumulative
Planned
Value (PV)
$
25,
00
0
$
100
,00
0
$
210
,00
0
$
265
,00
0
$
300,
000
$
315
,00
0
$
325,
000
$
385
,00
0
$
39
7,5
00
$
457
,50
0
$
472
,50
0
Monthly
Actual Cost
(AC)
$
25,
00
0
$
75,
000
$
40,
000
$
65,
000
$
40,0
00
20,
000
20,0
00
20,
000

5PROJECT MANAGEMENT
Cumulative
Actual Cost
(AC)
$
25,
00
0
$
100
,00
0
$
140
,00
0
$
205
,00
0
$
245,
000
$
265
,00
0
$
285,
000
$
305
,00
0
Monthly
Earned
Value (EV)
$
25,
00
0
$
75,
000
$
40,
000
$
55,
000
$
35,0
00
10,
000
0 0
Cumulative
Earned
Value (EV)
$
25,
00
0
$
100
,00
0
$
140
,00
0
$
195
,00
0
$
230,
000
$
240
,00
0
$
240,
000
$
240
,00
0
Project EV $
240
,00
0
Project PV 385
,00
0
Project AC 305
,00
0
CV=EV-AC -$
65,0
00