8 PROJECT QUALITY MANAGEMENT Objective of This Chapter:

Quality is the most elusive word in the construction industry. Buyers say they want it. Contractors say they deliver it. Yet the general perception is that quality is not delivered to

buyer’s satisfaction. Skill and workmanship are frequent causes for the quality problems. Material selection is the next most common cause. Finally, inadequate or superficial design and/or preparation are responsible for a significant portion of the quality compromises. Due

to time and cost pressure and the lack of expert personnel at the building sites, construction might be of sub-standard quality.

Remedying the defect once it has become apparent is usually extremely costly and time-intensive. Often, perfectly built parts of the building frequently have to be demolished as well. This creates high additional costs, which could have been avoided generally without

any additional cost, without delays, quickly and simply had the defect been identified early on.

Independent quality inspection provide reassurance and peace of mind that the works being carried out are in line with the contract documents and recognized workmanship standards. They monitor the conditions that works are carried out in to ensure that it is done as designed.

They witness tests to verify that the works meet specified requirements. They monitor progress against the program so that an independent view of where the builder has ability to

deliver quality projects. As Indian real estate market is maturing and becoming more competitive, project quality is becoming key factor in consumer buying decision. Rating agencies like CRISIL and CARE

are rating builders based on their ability to deliver quality projects. Following is example of CRISIL rating scale for real estate developers.

Real Estate Ratings Scale - CRISIL

DA1

Excellent

The Developer's ability to execute real estate projects as per the specif ied quality level and w ithin the

stipulated time schedule, and ability to transfer clean title is Excellent.

DA2

Very Good

The Developer's ability to execute real estate projects as per the specif ied quality level and w ithin the

stipulated time schedule, and ability to transfer clean title is Very Good.

DA3

Good

The Developer's ability to execute real estate projects as per the specif ied quality level and w ithin the

stipulated time schedule, and ability to transfer clean title is Good.

DA4

Below

Average

The Developer's ability to execute real estate projects as per the specif ied quality level and w ithin the

stipulated time schedule, and ability to transfer clean title is Below Average .

DA5

Poor

The Developer's ability to execute real estate projects as per the specif ied quality level and w ithin the

stipulated time schedule, and ability to transfer clean title is Poor.

Hence it is very important to know best practice frame work for delivering quality real estate projects.

The objective of quality management is to : Understand Quality Assurance (QA) in the construction field.

The roles of Quality Control (QC) in modern construction enterprises. Tools and techniques for detecting and solving quality problems Setting quality control systems

Ensuring that the quality of installation is up to the desired standard according to the project requirements.

Ensuring that the Engineers requirements & the Architectural plans are followed correctly.

Ensuring the project meets the Building Codes and Standards

Project quality management includes all activities of the performing organization that determine quality policies, objectives, and responsibilities so that the project will satisfy the

needs for which it was undertaken. Quality is the degree in which a set of inherent characteristics fulfil requirements.

Stated or implied needs are inputs to developing project requirements.

Conformance to requirements or specifications

Characteristics of quality :

Quality is defined by the customer

Quality requires an organization-wide commitment

Plan-Do-Check-Act, known as the Deming Cycle

The PMBOK Guide and PMI are compatible with the International Standards Organization (ISO) 9000 series of standards

Quality is not synonymous with "grade”. Grade is a category or rank given to entities having the same functional use but different technical characteristics." Example:

Grades of steel, eggs, tires, etc. The PM team is responsible for determining and delivering the required levels of both quality and grade. The quality level that fails to

meet quality requirements is always a problem, a low grade of quality may not be a problem.

Precision and Accuracy are not equivalent

o Precision: Consistency, exactness i.e. that repeated measurements have the same value with little scatter.

o Accuracy: Correctness, i.e. that the measurement is very close to the true value o Precise measurements are not accurate measurements and accurate measurements

are not necessarily precise measurements

In the context of ISO compatibility, modern quality management seek to minimize variation and recognize importance of

Customer satisfaction

Prevention over inspection

Continuous improvement : PDCA (plan-do-check-act) as defined by Shewhart and

modified by Deming, TQM, Six Sigma, Lean Six Sigma, Malcom Baldrige, Organizational Project Management Maturity Model (OPM3), Capability Maturity Model Integrated (CMMI)

Quality is management responsibility

Cost of quality (COQ)

8.1 Plan Quality Management

Identify quality requirements and standards for the project and product, and document how the project will demonstrate compliance. Plan quality is performed in parallel with other

project planning processes, because it may require changes to other parts of the project plan. Quality should be planned in, not inspected in. although inspection is definitely part of quality management, increased inspected is generally not considered the best path to improve

quality. Quality planning should be performed in parallel with other planning efforts such as cost, schedule, procurement and risk. Project planners must always remember that change

that changes is quality may especially affect cost, schedule and risk. Good quality management plan should take into account:

QA procedures related to facility plan and design

Material specification Construction processes

Project documentation, reporting and communication Site documentation, reporting and communication Quality records

Project team and subcontractor personnel Learning and development

8.1.1 Inputs

8.1.1.1 Project Management Plan : The following elements of the PM Plan are used in the development of the Quality Management Plan:

Scope baseline (project scope statement, WBS, and WBS dictionary)

Schedule baseline : Documents the approved start and finish dates for each task

Cost baseline : Identifies the cost requirements for the work

Other management plans : which may highlight concerns related to quality

8.1.1.2 Stakeholder Register : Aids in identifying which stakeholders possess an interest in,

or have an impact on, quality.

8.1.1.3 Risk Register : Contains information on threats and opportunities which may impact quality.

8.1.1.4 Requirements Documentation : Captures the various requirements (project, product, and quality) that the project shall meet pertaining to shareholder expectations.

8.1.1.5 EEFs : Which includes governmental regulations, rules, standards, guidelines specific to the application area of the project, working or operating conditions of the project which

may affect quality, cultural perceptions which may influence expectations about quality 8.1.1.6 OPAs : Which includes organizational policies, procedures, guidelines about quality,

historical databases and lessons learned

8.1.2 Tools & Techniques

8.1.2.1 Cost-Benefit Analysis : Compares the cost of each quality activity to its expected

benefit. 8.1.2.2 Cost Of Quality (COQ) : The total cost of efforts to achieve quality, which includes

the costs of conformance (preventing defects and assessing quality) and non-conformance (fixing defects). Three specific categories of costs are prevention, appraisal, and failure.

Preventing defects is believed to reduce overall costs and is preferred over costs of non-conformance.

8.1.2.3 Seven Basic Quality Tools : These seven tools solve quality problems.

Cause-and-Effect Diagrams : Also known as Ishikawa or fishbone diagrams. The problem (or “special variation” in quality speak) is placed at the “head” of the

fishbone and the various “bones” that come off of the “spine” of the fishbone some possible source of the problem.

Flowcharts : These are useful for diagramming the inputs, processing steps, and outputs that make up a process. They can be used to better understand a process in

order to determine which steps add value to the process and which ones do not (and which therefore can be eliminated). They can also be used for estimating the cost of implementing quality or for estimating the cost of a failure or non-conformance.

Check sheets : Check sheets help collect useful data about a potential quality problem,

including identifying defects.

Pareto Diagrams : Once the sources of a problem are identified (for example, through

the cause-and-effect diagrams mentioned as tool #1), the Pareto Diagram is a bar chart arranged so that the sources that cause the most of a problem’s effects are listed to the

left, and so on towards the right until you get a threshold under which you list the rest of the sources as “other”.

Histograms : They are used to answer basic questions about the statistical distribution of quality data, for example: are they normally distributed, skewed in any particular direction and are they tightly distributed around a central mean, or loosely distributed

Control Charts : When a measurement from a process are taken over time, you can see if the process stays within certain predetermined limits, called control limits, and if

they remain randomly distributed around these limits (“random variation”) or if there is any sort of drift that takes place as a result of a “special variation”.

Control charts are used to determine whether a process is stable (under control) and is therefore producing predictable results. The charts track three major types of data:

o Specification limits are requirements in the contract,

o Control limits define points at which corrective action is considered and o There is a planned goal (the perfect outcome).

Key points about control charts o A process need not be adjusted if it is under control. However, it can be

changed to provide basic improvements at any time.

o Upper and lower control limits (UCL/LCL) must not be confused with specification limits (USL/LSL). Control limits describe the natural

variation of a process; observations (process results) that fall within the limits usually indicate normal, expected variations. Points outside the limits mean that something has occurred that needs investigation and

perhaps correction. Points outside the limits are referred to as special events or assignable causes

o Specification limits are the tolerances agreed to in the contract. Whereas specification limits represent the contractual obligation, control limits represent the natural capability of your current process.

o Rule of seven: when interpreting control charts, this rule of thumb (heuristic) states that if Seven or more observations in a row fall on the

same side of the mean (or if they trend constantly in the same direction-

increasing or decreasing), they should be investigated as if they have an assignable cause. This is true even if the observations are within the

control limits. The reason for this rule is that it is extremely unlikely that seven observations in a row would fit the pattern described if the process is

operating normally o Six sigma rule: You should know that numerous "modem" companies have

adopted six sigma as the standard for measuring quality in the United

States. The more traditional approach was three sigma. The difference is that six sigma captures about 99.9997% of outcomes whereas three sigma

only captures about 99.7%. That means that defects would occur only about 3.4 times in a million under six sigma but they would occur three times in a thousand under three sigma- in other would, six sigma is a much

more stringent requirement. o Effect of sample size on control limits: standard deviation is one of the

factors that affects whether the upper and lower control limits are wide or narrow in comparison to the mean in a control chart. For the exam, be aware that larger sample sizes will tend to result in smaller standard

deviations, which in turn mean more narrow control limits. The converse is also true, i.e., smaller sample sizes tend toward larger standard

deviations and wider control limits o The control limits play the same function that the lane markers do on a

highway, to help drivers steer their cars between them. This helps prevent

cars from going off the road, which would be the equivalent of going beyond the “specification limits”.

Scatter diagrams : This compares two variables compared to see if changes in one variable are correlated with the changes in the other. However, one of the basic rules

of statistics is that “correlation is not causation”. If two variables are correlated, it may be because they are both related to a third variable which causes them both.

8.1.2.4 Benchmarking : Compares planned project with comparable projects in order to

provide a basis for measuring performance and to identify best practices and generate ideas for improvement.

8.1.2.5 Design Of Experiments (DOE) : A statistical technique that helps determine how different variables influence project outcomes. Experiments are essentially "observations

conducted under controlled circumstances". For instance, experiments during development of an automobile may control various combinations of tires and suspension and reveal which

produces the best ride for the target customers. 8.1.2.6 Statistical Sampling: Choosing part of a population of interest for inspection.

Sampling is done to reduce the cost of quality. A sampling plan is often developed during quality planning so that the total cost of quality is known.

8.1.2.7 Additional Quality Planning Tools: Which includes

Brainstorming

Force field analysis

Nominal group technique

Quality management and control tools

8.1.2.8 Meetings The project team may hold meetings to develop the quality management plan.

8.1.3 Outputs 8.1.3.1 Quality Management Plan : Describes how the organization’s quality policies will be

implemented, and how the project management team plans to meet the quality requirements.

8.1.3.2 Process Improvement Plan : Details the steps for analyzing project management and

product development processes to identify activities which add value.

Process boundaries: Describes the start, purpose, and end of each process. The

following processes are normally part of quality management: audits, metrics, benchmarking, experiments, quality planning, and status reports.

Process configuration: A flowchart that shows all steps and interfaces in a Process.

Process metrics: along with control limits, allows analysis of process efficiency

Targets for improved Performance to guide process improvement activities

8.1.3.3 Quality Metrics : Describes an attribute of the project or product and how the quality control process will measure it. They are used in both the quality assurance and control quality processes. Quality metrics might include failure rates and reliability. A related project

performance metric might measure whether an activity is on time (A decision would have to be made as to whether on time means starting on time, finishing on time, or both).

8.1.3.4 Quality Checklists : Verifies that a set of required steps has been performed. They should incorporate the acceptance criteria included in the scope baseline.

8.1.3.5 Project Documents Updates : Which includes stakeholder register, responsibility

assignment matrix , WBS and WBS dictionary

8.2 Perform Quality Assurance

Quality assurance involves auditing requirements and results from quality control measurements to ensure the project will use appropriate quality standards and processes. Quality assurance is also the umbrella for continuous process improvement. Continuous

improvement is aimed at identifying and reviewing all organizational processes so that increased efficiency and effectiveness can be achieved.

Quality assurance creates a management system for auditing quality requirements, reviewing organization process (audits) and capturing the results from quality control in the form of QC measurements. The QC feedback is used to determine whether adjustments are needed in the

assurance system.

In the building and construction industry, reputation and trust are the cornerstones for continued growth. In order to build customer confidence, the industry must stand behind the

quality of its work. Quality Assurance Programs exist for that purpose.

“Quality Assurance” is a term that often is not fully understood. Indeed the concept of quality assurance often gets confused with quality control and quality inspection.

The American Society for Quality™(ASQ) is regarded as one of the world’s leading

authorities on quality the ASQ defines assurance and quality as follows:

Assurance: The act of giving confidence, the state of being certain or the act of making certain.

Quality Assurance: The planned and systematic activities implemented in a

quality system so that quality requirements for a product or service will be fulfilled.

Control: An evaluation to indicate needed corrective responses; the act of guiding a process in which variability is attributable to a constant system of chance causes.

Quality Control: The observation techniques and activities used to fulfill requirements for quality.

Hence, Quality assurance is the prevention of quality problems through planned and

systematic activities or simply put, it ensures that quality is “built in” at the front end rather than at the back end of a project.

Quality Assurance:

provides a documented process by which quality commitments are

met establishes a benchmark is systematic and reproducible

provides a mean of continuous improvement

Specifically, an on-site Quality Assurance can be a variety of initiatives that work together to ensure a specific product is installed correctly, or ensure a specific service is being

provided to the building owner to the highest industry standards.

Building good QA programs can be based upon the principles of ISO and incorporate a wide variety of initiatives, that an industry can do to ensure the correct installation of a

product or system.

Quality assurance in construction involves all those planned and systematic actions necessary to provide confidence that the facility will perform satisfactorily in service. Quality

assurance in construction addresses the overall problem of obtaining the quality of the facility to be built in the most efficient, economical, and satisfactory manner possible. Within this

broad context, quality assurance involves continued evaluation of the activities of planning, design, development of plans and specifications, advertising and awarding of contracts, construction, and maintenance, and the interactions of these activities.

In its broadest form quality assurance includes quality control as one of its elements. Quality

control is the responsibility of the contractor, while quality assurance also includes acceptance. Acceptance involves sampling, testing, and the assessment of test results to

determine whether or not the quality of construction is acceptable in terms of the specifications.

Construction planning is a complex process that must be kept current with the actual construction taking place in the field. The construction plans, just in terms of day-to-day

changes, must be kept up-to-date. However, in the ebb and flow of events during construction there are usually a number of schedule changes that arise as a result of unforeseen events.

Failure to keep the construction planning dynamic and up-to-date can create confusion and delays.

Not only must the plans keep pace with the daily events communication of the changes in the

construction plans must be disseminated quickly to the affected personnel.

Quality assurance in construction requires that the procedures for incorporating design changes into the construction plans be well developed and fully utilized. The earlier that design changes are recognized and implemented the lower the cost. Quality assurance efforts

in construction must closely monitor how well management of the design, and change of design processes are functioning. These represent the quality issues that need to be monitored

during the quality assurance effort and acceptance testing.

Another area of activity for quality assurance in construction that must be continuously monitored is the development of plans and specifications. Architectural and engineering plans

and specifications often change during the construction phase of a complex project. It is important that the procedures for incorporating these changes into the construction plans be

well developed and consistently followed.

In order to minimize construction cost while meeting all of the specifications in the plans and design requires that the advertising for bids and awarding of contracts be closely monitored. The qualifications of the contractors and subcontractors to perform the services advertised

and meet the quality requirements should be examined carefully all during the construction phase of the project. This is an element in the program for quality assurance in construction.

Finally, the actual construction activities should be closely monitored to ensure that the

engineering plans and specifications are being met or exceeded throughout the construction process.

8.2.1 Inputs

8.2.1.1 Quality Management Plan : Describes the quality assurance approaches for the

project. This is an output of process 8.1 Plan Quality. 8.2.1.2 Process Improvement Plan : Describes the continuous process improvement

approaches for the project. This is an output of process 8.1 Plan Quality.

8.2.1.3 Quality Metrics : Provides the attributes to be measured and the allowable variations. This is an output of process 8.1 Plan Quality.

8.2.1.4 Quality Control Measurements : The output of activities from process Perform Quality Control. These measurements are used in this process to analyze the quality of the

processes. 8.2.1.5 Project Documents : Should be monitored in this process in the context of

configuration management (so all project team members work from the same version of the project documents).

8.2.2 Tools & Techniques

8.2.2.1 Quality Management And Control Tools : The same tools & techniques used in process Plan Quality and Perform Quality Control are used in addition to the following

seven tools:

Affinity diagrams : are a special kind of brainstorming tool that organize large

amounts of disorganized data and information into groupings based on natural relationships. Creation of WBS can be enhanced using affinity diagram for structured decomposition of scope.

Process decision program charts (PDPC) : A useful way of planning is to break down tasks into a hierarchy, using a tree diagram. They are used to understand a goal in

relation to the steps for getting to the goal. It is used for contingency planning as it aids teams in anticipating intermediate step that could detail achievement of the goal. The PDPC is similar to the Failure Modes and Effects Analysis (FMEA) in that both

identify risks, consequences of failure, and contingency actions; the FMEA also rates relative risk levels for each potential failure point.

Interrelationship digraphs : This tool displays all the interrelated cause-and-effect relationships and factors involved in a complex problem and describes desired

outcomes. The process of creating an interrelationship digraph helps a group analyze the natural links between different aspects of a complex situation

Tree diagrams : This tool is used to break down broad categories into finer and finer

levels of detail such as WBS, RBS (risk breakdown structure) and OBS (organizational breakdown structure). It can map levels of details of tasks that are

required to accomplish a goal or task. As they permit creation of nested branches that terminate into single decision point, they are useful for establishing an expected value

for limited number of dependent relationships.

Prioritization matrices : This tool is used to prioritize items and describe them in

terms of weighted criteria. It does a pair-wise evaluation of items and to narrow down options to the most desired or most effective. Popular applications for the Prioritization Matrix include Return-on-Investment (ROI) or Cost-Benefit analysis

(Investment vs. Return), Time management Matrix (Urgency vs. Importance), etc

Activity network diagrams : This tool is used to plan the appropriate sequence or

schedule for a set of tasks and related subtasks. It is used when subtasks must occur in parallel. The diagram enables one to determine the critical path (longest sequence of tasks). Previously it was known as arrow diagram. This includes both AOA (activity

on arrow) and most commonly used AON (activity on nod). It is commonly used in program evaluation and review technique (PERT), critical path method (CPM) and

precedence diagramming method (PDM)

Matrix diagrams : This tool shows the relationship between items. The matrix

diagram seeks to show the strength of relationships between factors, causes and objectives that exist between the rows and columns of the matrix

8.2.2.2 Quality Audits : Structured, independent reviews to identify inefficient processes, reduce the cost of quality and increase the percentage of accepted products (preventing

defects from occurring). The specific objectives of a quality audit may include:

Identify and share best practices

Identify shortcomings

Share the good practices from similar projects (lessons learned)

Proactively offer assistance to improve progresses and raise productively

Document the lessons learned from each audit

Audits may be scheduled or random and they be conducted by internal or external auditors

8.2.2.3 Process Analysis : Identifies needed improvements in processes and preventive actions needed through root-cause analysis.

8.2.3 Outputs

8.2.3.1 Change Requests : All requests for changes that result from an audit are then input into process Perform Integrated Change Control under Integration Management.

8.2.3.2 Project Management Plan Updates :The following component plans are updated:

Quality management plan

Scope management plan

Schedule management plan

Cost management plan

8.2.3.3 Project Documents Updates: Which includes quality audit reports, training plans,

process documentation

8.2.3.4 OPAs Updates : Which includes organization’s quality standards, quality management system (guidelines, policies, procedures)

8.3 Control Quality

The process involves monitoring and recording specific project results to assess performance and recommend necessary changes. Project team identifies causes of poor process or product quality and validates that the project deliverables and work meets the requirements specified

by key stakeholders necessary for final acceptance. Project results include both product deliverables and project performance measures such as cost and schedule.

Quality control standards for each project need to be decided at the beginning of the project and need to be followed throughout project life cycle. Following guidelines could be used to design QC processes:

Scope of QC includes o Human control : People working on project are considered as both the controlled

targets and controlling agents of quality activities. The contents of human control includes the overall quality of organization and individual's knowledge, ability,

physical condition, psychological state, quality consciousness, behavior, concept of organizational discipline, and professional ethics. Additionally the people should have good understanding of communication management for the project.

o Materials control : Materials (including raw materials, finished products, semi-finished products, components and parts) are material conditions of construction,

and material quality is one of necessary conditions to ensure construction quality. Main contents of quality control of materials material procurement (purchase materials based on the integrated consideration of engineering characteristics,

construction contracts, and the scope of application, construction requirements, the performance and price of materials), material testing (Through a series of

detection methods, the material data obtained is compared with quality standards, to judge the reliability of quality materials, and whether they can be used for engineering. Sampling inspection is commonly used method), storage and usage

(The quality problems caused by material deterioration or misuse should be avoided in the management of storage and usage, such as the agglomeration of wet cement, corrosion of steel, and the mix of reinforcement with different

diameters. On the one hand, the contractor should make reasonable arrangement to avoid overstocking lots of materials on site. On the other hand, materials should

be stored with signs for the different categories, and with inspection and supervision on-site when being used)

o Control of construction machinery and equipments : Construction machinery and

equipments are essential facilities for the modern construction, reflecting the construction power of the enterprise, and having a direct impact on the project

progress and quality. Actually, the quality control is to make the type and performance parameters of construction machinery and equipment match the conditions, technology and other factors of the construction site. The performance

parameters should be made sure correctly in accordance with the requirements of construction and quality assurance. Construction machinery and equipment should

be regularly calibrated, so as not to mislead the operator.

o Control of construction methods : Construction methods are reflected in the concentration of technical solution, process, testing methods, and arrangements of

construction procedures for construction adopted by construction contractors. Construction program should be constantly refined and deepened with the

progress of the project construction. When selecting the construction program, some viable options of major projects should be prepared, presenting main contradictions, advantages and disadvantages, so as to discussion and comparison,

then the best option will be selected. When developing programs for the major projects, key parts and difficult projects, such as the new structure, new materials,

new technology, large-span, large cantilever, the tall structure parts, and so on, the possible construction quality problems and treatment should be fully assessed.

o Environmental control : Creating a good environment will play an important role

in guaranteeing the quality and safety of construction projects, achieving civilized construction, and setting social image of construction corporation. Control of

construction environment includes not only the understanding, restriction, transformation and usage of natural environment, but also activities of creating working environment and environment management.

The important considerations for setting quality control points includes:

o the important and key construction process and parts o the construction process and parts without assured quality

o the construction position and parts with hard condition and technological difficulty

o the construction projects and contents with strict requirements of quality standards

or o precision

o the construction process and parts influencing the quality or safety of subsequent o construction o the construction sites and parts using new technology and materials construction

The design of measures for quality control points : after choosing points for each

segment, the control measures should be designed using following steps: o Agreeing the quality control points list with concerned stake holders o Designing construction flow chart of control points

o Analyzing the processes to find the dominant factors o Setting the process quality control table, to make clear control ranges and

requirements o for the dominant factors o Formally writing down work instruction for quality control

o Drawing up network diagram, marking the measuring instruments, numbers, precision

o etc. in order to do accurate measurement o Auditing the quality control points by independent auditor during the project

The implementation of quality control points o The design of control measures points should be explained clearly to the

operation team and sub-contractor to make workers understand operating essentials.

o The quality controllers must give guidance, inspection, checking and acceptance on construction sites.

o Workers should do the operation according to working instruction, ensuring the quality of each aspect of the operation.

o The construction site should be checked seriously and regularly, and the data should be recorded.

o The analysis and improvement should be done constantly with the method of data statistics until the quality control points get qualified.

o Duties and responsibilities of workers and quality controllers should be clear in

the implementation of quality control points. o Where-ever possible the quality standards should be displayed on site with

visuals and in the language understood by workers. Example : the contents and requirements of process quality control points – Construction of floor of balcony

Name of control

point

Working contents

Operational staff

Standard Tools Checking frequency

Construction of floor of

balcony

Prevention of flashing

and water leakage of balcony

floor

Construction workers

Technicians Quality inspectors

Quality Evaluation

Standards of Construction Engineering

Bureau in India

Level ruler Extension

lead Visual measurement

Checking each

balcony one by one

Technical Process: (1) The elevation of the wall should be checked to be flat. (2) After construction, the balcony board should be checked whether there is the phenomenon of flashing and pouring water. (3) The slope of flashing should be controlled with levelling instrument, and the line should be set on the wall and board, to make sure the right flashing of water. (4) Before in-building the water hopper, the reserved holes should be cleaned. And if the surface of holes is too smooth, that should be chiselled roughly. (5) When in-building, the position should be watered to be wet, and embedded with cement mortar by 1:2 roundly. (6) Brushing the balcony should not be in the same construction with in-building water hopper. (7) After finishing brushing the balcony, the flashing of water should be checked by levelling instrument. If it does not meet the requirements, it must be reworked.

Project teams should know the differences between:

Prevention (keeping errors out of the process) and inspection (keeping errors away from the customer).

Attribute sampling (the result conforms or it does not) and variables sampling (results are measured to determine the degree of conformity).

Tolerances (the result is acceptable if it's within the range specified by the tolerance) and control limits (the process is in control if the result falls within the control limits).

8.3.1 Inputs

8.3.1.1 Project Management Plan : In particular, the Quality Management Plan, the output of process 8.1 Plan Quality, describes how quality control will be performed within the project.

8.3.1.2 Quality Metrics : Describes the attributes to be measured, how they will be measured,

and the allowable variations.

8.3.1.3 Quality Checklists : Structured lists that help verify that the work and deliverables fulfil the requirements.

8.3.1.4 Work Performance Data : Which includes planned vs. actual cost performance,

planned vs. actual schedule performance. These are an output of process Direct and Manage Project Work.

8.3.1.5 Approved Change Requests : These are outputs of the Perform Integrated Change Control process.

8.3.1.6 Deliverables : These are an output of process 4.3 Direct and Manage Project Work.

8.3.1.7 Product Documents : Which includes quality audit reports and change logs supported with corrective action plans. process documentation obtained using the seven basic quality

tools of process or the quality management and control tools , agreements , training documents

8.3.1.8 OPAs : Which includes organization’s quality standards and policies, issue and defect reporting procedures

8.3.2 Tools & Techniques

8.3.2.1 Seven Basic Quality Tools : The same tools & techniques used in process 8.1.

8.3.2.2 Statistical Sampling : Samples are selected and tested according to the quality management plan.

8.3.2.3 Inspection : Examination of the work product to see if conforms to standards.

8.3.2.4 Approved Change Requests Review : The change requests should be checked to see if the approved changes have been implemented in a timely manner.

8.3.3 Outputs

8.3.3.1 Quality Control Measurements :Documented results of control quality activities.. 8.3.3.2 Validated Changes : Changed or repaired items are accepted or rejected before

notification of the decision is provided. Rejected items may need rework.

8.3.3.3 Verified Deliverables : Determines whether deliverables meet the quality standards. Verified deliverables are an input to validate scope.

8.3.3.4 Work Performance Information : Results from analyzing work performance data to determine such things as: causes of rejections, or the need for process adjustments

8.3.3.5 Change Requests : All requests for changes that result from an audit are then input into process 4.5 Perform Integrated Change Control under Integration Management.

8.3.3.6 Project Management Plan Updates : Which includes quality management plan and

process improvement plan

8.3.3.7 Project Documents Updates : Which includes quality standards, quality audit reports

and process documentation

8.3.3.8 OPAs Updates: Which includes completed checklists, lessons learned documentation: causes of variances, reason for corrective action chosen, and other lessons from quality control