2.08 quality management 1

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
stipulated time schedule, and ability to transfer clean title is Very Good.
DA3
Good
stipulated time schedule, and ability to transfer clean title is Good.
DA4
Below
Average
stipulated time schedule, and ability to transfer clean title is Below Average.
DA5
Poor
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).
8.2.2.1 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
8.3.2.1 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

2.08 quality management 1

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2.08 quality management 1