1. A/E DR Group
When Time & Money Matter
1

2. 2
Today’s Speaker
Gary M. Prather, P.E., MS, MBA
President
Architects/Engineers Dispute Resolution Group

3. 3
Why do adults ask children what
they want to be when they grow-
up?

4. 4
We’re
looking
For
ideas!

5. 5
Learning Objectives
Attendees should be able to:
• Define quality
• Explain why quality efforts fail
• Describe the key elements of a
sound quality program
• Implement a quality program

6. 6
Agenda
I. What Is Quality?
II. Why Do Quality Efforts Fail?
III. How Do I Implement a Quality Program?
IV. Key Quality Considerations
V. Q&A
PQ-1

7. 7
Polling Question
What firms are represented today?
a) Architects
b) Consulting engineers
c) Contractors/Construction managers
d) Others

8. 8
I. What Is Quality?
• Meeting client requirements
• Meeting code requirements
• Meeting team requirements
• Meeting the standard of care
• On time, on budget
• Client perception

9. I. What Is Quality?
“When we were finishing
our house, we found we
had a little cash left over,
on account of the
plumber not knowing it.”

10. I. What Is Quality?
“When we were finishing
our house, we found we
had a little cash left
over, on account of the
plumber not knowing it.”
Insight into Clients’
perception of design
and construction???

11. 11
I. What Is Quality?
The Power of Perception
J.D. Power & Associates, premier automotive pollsters
found that the attitudes of a dealer’s receptionist,
cashier and service advisor are the most important
factors in determining customer satisfaction with the
dealer and with the automobile itself.

12. 12
I. What Is Quality?
The Power of Perception
In her book Verdict Pending Fredonia French Dot found
the principle reason for malpractice suits is not doctors
with lousy skills but patients who have been slighted or
treated abruptly, who have been hurt. Patients that
don’t sue are those who have been treated with
kindness.

13. 13
I. What Is Quality?
The Power of Perception
“Director of First Impressions”
Sign at the reception desk of an ENR Top 50 Contractor

14. I. What Is Quality
Key Points
Score Card
Subject Grade
Meeting client requirements ?
Meeting code requirements ?
Meeting team requirements ?
Meeting the standard of care ?
On time, on budget ?
Client Perception ?

15. 15
Agenda
I. What Is Quality?
II. Why Do Quality Efforts Fail?
III. How Do I Implement a Quality Program?
IV. Key Quality Considerations
V. Q&A
PQ-1

16. 16
Polling Question
How would you rate your firm’s quality
efforts?
a. Poor
b. Average
c. Above average
d. Really good

17. 17
Construction
• Never enough time and money
• Always an abundance of reasons why there is never
enough time and money

18. 18
II. Why Do Quality Efforts Fail?
• No buy in
• No money
• No time
• No execution

19. 19
II. Why Do Quality Efforts Fail?
No Buy In
• Principals
• Project managers
• Staff
• Team members
PQ-3

20. 20
II. Why Do Quality Efforts Fail?
No Buy In
Case Files
Following Management’s Lead
PQ-3

21. 21
II. Why Do Quality Efforts Fail?
No Buy In
Case Files
• Pressure to submit documents for State review
• Time trumped design quality
• Never enough time to do It right
• Never, ever enough time to do It over
PQ-3

22. 22
Polling Question
Do you budget for quality activities on a
project-specific basis?
a) Yes
b) No
c) Quality is a home office overhead
expense
d) Don’t know

23. 23
II. Why Do Quality Efforts Fail?
No Money
• Project reviews/meetings
• Coordination reviews
• Code reviews
• Final check sets

24. No Money
Total
Cost to Percent Cost to Projected
Final Design Budget Date Compl Compl Cost
Front End Documents $ 5,000 $ - 0.0% $ 5,000 $ 5,000
Civil Engineering
- Plan Views $17,000 $ - 0.0% $17,000 $ 17,000
- Elevations $12,000 $ - 0.0% $12,000 $ 12,000
- Sections $ 6,000 $ - 0.0% $ 6,000 $ 6,000
- Details $ 5,000 $ - 0.0% $ 5,000 $ 5,000
Technical
Specifications $ 6,000 $ - 0.0% $ 6,000 $ 6,000
Structural $ 5,000 $ - 0.0% $ 5,000 $ 5,000
Mech/Elect/Plmg $ 6,000 $ - 0.0% $ 6,000 $ 6,000
Site Civil $ 3,000 $ - 0.0% $ 3,000 $ 3,000
Totals $65,000 $ - 0.0% $65,000 $ 65,000

25. 25
No Money
Percent Cost to Total Projected
Final Design Budget Cost to Date Compl Compl Cost
- Plan Views $17,000 $ 8,500 50.0% $ 8,500 $ 17,000
- Elevations $12,000 $ 6,000 50.0% $ 6,000 $ 12,000
- Sections $ 6,000 $ 2,000 33.3% $ 4,000 $ 6,000
Spread Sheet Fantasy
Dollars spent equal design completed?
50% Budget = 50% Design?

26. No Money What’s Missing?
Total
Cost to Percent Cost to Projected
Final Design Budget Date Compl Compl Cost
Front End Documents $ 5,000 $ - 0.0% $ 5,000 $ 5,000
Civil Engineering
- Plan Views $17,000 $ - 0.0% $17,000 $ 17,000
- Elevations $12,000 $ - 0.0% $12,000 $ 12,000
- Sections $ 6,000 $ - 0.0% $ 6,000 $ 6,000
- Details $ 5,000 $ - 0.0% $ 5,000 $ 5,000
Technical
Specifications $ 6,000 $ - 0.0% $ 6,000 $ 6,000
Structural $ 5,000 $ - 0.0% $ 5,000 $ 5,000
Mech/Elect/Plmg $ 6,000 $ - 0.0% $ 6,000 $ 6,000
Site Civil $ 3,000 $ - 0.0% $ 3,000 $ 3,000
Totals $65,000 $ - 0.0% $65,000 $ 65,000

27. No Money
Cost to Percent Cost to Projected
Final Design Date Compl Compl Cost Budget Variance
Front End
Documents $ - 0.0% $ 5,000 $ 5,000 $ 5,000 $ -
Civil Engineering
- Plan Views($2,000) $ - 0.0% $ 15,000 $ 15,000 $ 15,000 $ -
- Elevations($2,000)
$ - 0.0% $ 10,000 $ 10,000 $ 10,000 $ -
- Sections $ - 0.0% $ 6,000 $ 6,000 $ 6,000 $ -
- Details $ - 0.0% $ 5,000 $ 5,000 $ 5,000 $ -
Technical
Specifications $ - 0.0% $ 6,000 $ 6,000 $ 6,000 $ -
- Interdisciplinary
Coordination $ - 0.0% $ 4,000 $ 4,000 $ 4,000 $ -
Structural $ - 0.0% $ 5,000 $ 5,000 $ 5,000 $ -
Mech/Elect/Plmg $ - 0.0% $ 6,000 $ 6,000 $ 6,000 $ -
Site Civil $ - 0.0% $ 3,000 $ 3,000 $ 3,000 $ -
$ - $ 65,000 $ 65,000 $ 65,000 $ -

28. No Money
Cost to Percent Cost to Projected
Final Design Date Compl Compl Cost Budget Variance
Front End
Documents $ 4,000 75.0% $ 1,250 $ 5,250 $ 5,000 $ (250)
Civil Engineering
- Plan Views $ 7,500 40.0% $ 9,000 $ 16,500 $ 15,000 $ (1,500)
- Elevations $ 6,000 60.0% $ 4,000 $ 10,000 $ 10,000 $ -
- Sections $ 2,000 40.0% $ 3,600 $ 5,600 $ 6,000 $ 400
- Details $ 1,000 20.0% $ 4,000 $ 5,000 $ 5,000 $ -
Technical
Specifications $ 3,000 40.0% $ 3,600 $ 6,600 $ 6,000 $ (600)
- Interdisciplinary
Coordination $ - 0.0% $ 4,000 $ 4,000 $ 4,000 $ -
Structural $ 4,000 30.0% $ 3,500 $ 7,500 $ 5,000 $ (2,500)
Mech/Elect/Plmg $ 3,000 40.0% $ 3,600 $ 6,600 $ 6,000 $ (600)
Site Civil $ 1,500 50.0% $ 1,500 $ 3,000 $ 3,000 $ -
$32,000 $ 38,050 $ 70,050 $ 65,000 $ (5,050)

29. No Money
Cost to Percent Cost to Projected
Final Design Date Compl Compl Cost Budget Variance
- Plan Views $ 7,500 40.0% $ 9,000 $ 16,500 $ 15,000 $ (1,500)
- Elevations $ 6,000 60.0% $ 4,000 $ 10,000 $ 10,000 $ -
- Sections $ 2,000 40.0% $ 3,600 $ 5,600 $ 6,000 $ 400
- Details $ 1,000 20.0% $ 4,000 $ 5,000 $ 5,000 $ -
Management Decisions
Not Spreadsheet Calculations

30. No Money
Cost to Percent Cost to
Final Design Date Compl Compl Final Cost Budget Variance
Front End
Documents $ 5,000 100.0% $ - $ 5,000 $ 5,000 $ -
Civil Engineering
- Plan Views $18,000 100.0% $ - $ 18,000 $ 15,000 $ (3,000)
- Elevations $11,000 100.0% $ - $ 11,000 $ 10,000 $ (1,000)
- Sections $ 5,500 100.0% $ - $ 5,500 $ 6,000 $ 500
- Details $ 2,500 100.0% $ - $ 2,500 $ 5,000 $ 2,500
Technical
Specifications $ 7,500 100.0% $ - $ 7,500 $ 6,000 $ (1,500)
- Interdisciplinary
Coordination $ - 100.0% $ - $ - $ 4,000 $ 4,000
Structural $ 5,500 100.0% $ - $ 5,500 $ 5,000 $ (500)
Mech/Elect/Plmg $ 7,000 100.0% $ - $ 7,000 $ 6,000 $ (1,000)
Site Civil $ 2,500 100.0% $ - $ 2,500 $ 3,000 $ 500
Totals $64,500 $ - $ 64,500 $ 65,000 $ 500

31. 31
Polling Question
Do your design schedules include time for
quality-related activities?
a. Yes
b. No

32. No Time
Design Review Design Review Design Bid
& & &
Approvals Approvals Award

33. No Time
Design Review Design Review Design Bid
& & &
Approvals Approval Award
s
QA/QC TIME

34. No Time
Permits
Design Review Design Review Design Bid
& & &
Approvals Approval Award
s
QA/QC TIME

35. 35
Polling Question
How often do you bid a project before the
code review/building permit process is
complete?
a. Never
b. On less than 25% of projects
c. More than 25% but less than 50% of projects
d. Greater than 50% of projects
e. Almost always

36. No Time
Design Project Red Line
Detailed QA/QC
Permits
Bid & Award
Construction

37. No Time
Design Project Red Line
No Time for QA/QC
Permits
Bid & Award
Construction
From
To
Quality Control
Damage Control

38. 38
No Time
Quality Control Becomes Damage Control
• Excessive addenda
• Costly code-related change orders
• A flood of Requests for Information
• Project delays
• Budget overruns

39. 39
II. Why Do Quality Efforts Fail?
No Money & No Time
Case Files
Stop & Go
PQ-3

40. 40
II. Why Do Quality Efforts Fail?
No Money & Time
Case Files
• Project bid without building permit in place
• Project delay
• Differing site condition discovered
• Project delay
• No superstructure permit
• Project delay
• Costly change order

41. 41
II. Why Do Quality Efforts Fail?
No Execution
No Buy In + No Money + No Time = No Execution

42. 42
II. Why Do Quality Efforts Fail?
No Execution
No Execution = Poor Quality

43. 43
II. Why Do Quality Efforts Fail?
No Execution
“Do not put off until
tomorrow what can be
put off till day-after-
tomorrow just as well.”

44. 44
II. Why Do Quality Efforts Fail?
No Execution
“Strategies most often fail because
they aren’t executed well. Things
that are supposed to happen don’t
happen. Either the organizations
aren’t capable of making them
happen, or the leaders of the
business misjudge the challenges
their companies face in the business
environment or both.”
Execution
Larry Bossidy and Ram Charan
Copyright 2002
Crown Business, New York, New York

45. 45
II. Why Do Quality Efforts Fail?
No Execution
Case Files
The Road is Paved with Good Intentions
PQ-3

46. 46
II. Why Do Quality Efforts Fail?
No Execution
Case Files
• Firm drafts quality manual
• Quality program is met with enthusiasm
• Over time interest following quality program
wanes
• Firm is sued for professional negligence
• Opposing legal counsel requests copy of
quality manual during discovery
• Firm realizes there is little documentation
verifying compliance with quality manual

47. 47
II. Why Do Quality Efforts Fail?
Key Points
• Commitment
• Money
• Time
• Management execution

48. 48
Agenda
I. What Is Quality?
II. Why Do Quality Efforts Fail?
III. How Do I Implement a Quality Program?
IV. Key Quality Considerations
V. Q&A
PQ-1

49. 49
Polling Question
Do you have a documented quality
program?
a. Yes
b. No
c. Don’t know

50. 50
III. How Do I Implement a Quality Program?
Key Quality Criteria
• Organization
• Quality program
• Design control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance Records
• Audits

51. III. How Do I Implement a Quality Program?
Organization
• Freedom to identify quality problems

52. III. How Do I Implement a Quality Program?
Organization
• Freedom to identify quality problems
• Freedom to recommend and initiate solutions to
quality problems

53. III. How Do I Implement a Quality Program?
Organization
• Freedom to identify quality problems
• Freedom to recommend and initiate
solutions to quality problems
• Freedom to verify implementation of
quality requirements

54. III. How Do I Implement a Quality Program?
Organization
• Freedom to identify quality
problems
• Freedom to recommend and
initiate solutions to quality problems
• Freedom to verify implementation
of quality requirements
• Sufficient independence from the
pressures of production

55. 55
III. How Do I Implement a Quality Program?
• Organization
• Quality program
• Design control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance records
• Audits

56. III. How Do I Implement a Quality Program?
Quality Program
• The Quality Program shall consist of written
procedures and instructions describing the QA
Program.

57. III. How Do I Implement a Quality Program?
Quality Program
• The Quality Program shall consist of written
procedures and instructions describing the QA
Program.
• The Quality Program shall include provisions for the
training of personnel.

58. III. How Do I Implement a Quality Program?
Quality Program
• The Quality Program shall consist of written
procedures and instructions describing the QA
Program.
• The Quality Program shall include provisions for the
training of personnel.
• Provisions shall be made for management’s review
and audit of the Quality Program.

59. 59
III. How Do I Implement a Quality Program?
Key Quality Criteria
• Organization
• Quality program
• Design control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance records
• Audits

60. III. How Do I Implement a Quality Program?
Design Control
• The Quality Program shall assure that the applicable
design control systems are established and
implemented.

61. III. How Do I Implement a Quality Program?
Design Control
• The Quality Program shall assure that the applicable
design control systems are established and
implemented.
• The design control system shall assure that code
requirements and design bases are correctly
translated into specifications, drawings and other
contract documents.

62. III. How Do I Implement a Quality Program?
Design Control
• The design control system shall assure the adequate
review and selection of materials, parts and equipment.

63. III. How Do I Implement a Quality Program?
Case Files
An Open Window to Problems

64. III. How Do I Implement a Quality Program?
Case Files
• 16 story condo
• Developer wanted operable windows
• Composite steel framing with wood
casement windows
• Mixing materials a bad thing
• Redesign to a single-source curtain wall
manufacturer

65. III. How Do I Implement a Quality Program?
Design Control
• The design control system shall assure the adequate
review and selection of materials, parts and equipment.
• The design control system shall address material
compatibility, accessibility for maintenance, and in
service inspection and repair.

66. III. How Do I Implement a Quality Program?
Design Control
• The design control system shall assure the adequate
review and selection of materials, parts and equipment.
• The design control system shall address material
compatibility, accessibility for maintenance, and in
service inspection and repair.
• The design control system shall address the control of
design coordination among participating design
organizations.

67. 67
Polling Question
How would you rate your firm’s design
coordination efforts?
a. Poor
b. Average
c. Above average
d. Really good
e. Don’t know

68. III. How Do Implement a Quality Program
Coordinate, Coordinate, Coordinate
“It’s clear to project management that
90% of design fee and construction
change order/cost overruns stem
directly from incomplete and untimely
electrical coordination information.”

69. III. How Do I Implement a Quality Program?
Case Files
Is There a Coordinator in the Hospital?

70. III. How Do I Implement a Quality Program?
Case Files
• Large medical center renovation
• Poorly coordinated design documents
• Claim brought by mechanical contractor
• Settlement in excess of $300,000

71. Roof Collapse
71
Installed ductwork through I-beams
Courtesy of Rimkus Consulting, Houston Texas

72. III. How Do I Implement a Quality Program?
Design Control
• The design control system shall provide that all design
changes are subject to the same design control used in
the original design.

73. III. How Do I Implement a Quality Program?
Design Control
• The design control system shall provide that all design
changes are subject to the same design control used in
the original design.
• The design control system shall provide for an
independent verification of design adequacy.

74. III. How Do I Implement a Quality Program?
Design Control
• The design control system shall provide that all design
changes are subject to the same design control used
in the original design.
• The design control system shall provide for an
independent verification of design adequacy.
• The contract requirements shall require that sub-
consultants develop and implement the necessary
design control systems.

75. 75
III. How Do I Implement a Quality Program?
• Organization
• Quality Program
• Design Control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance records
• Audits

76. III. How Do I Implement a Quality Program?
Procurement
The Quality Program shall insure that procurement
documents include:
 The applicable quality requirements
 The applicable code requirements
 Provisions for retaining quality documents
 The right to audit

77. III. How Do I Implement a Quality Program?
Case Files
Trust, But Verify

78. III. How Do I Implement a Quality Program?
Case Files
• Structural design incomplete
• School district had tight schedule
• Costly changes
• Project delays

79. III. How Do I Implement a Quality Program?
Procurement
• The Quality Program shall insure that procurement
documents include:
 The applicable quality requirements
 The applicable code requirements
 Provisions for retaining quality documents
 The right to audit
• The Quality Program shall provide for the review and
approval of procurement documents and changes
thereto.

80. 80
III. How Do I Implement a Quality Program?
Key Quality Criteria
• Organization
• Quality program
• Design control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance records
• Audits

81. III. How Do I Implement a Quality Program?
Quality-Related Activities
• The Quality Program shall assure that activities
affecting quality such as procurement, construction,
testing, and inspection are described by documents,
instructions, procedures, or drawings.

82. III. How Do I Implement a Quality Program?
Quality-Related Activities
• The Quality Program shall assure that activities
affecting quality such as procurement, construction,
testing, and inspection are described by
documents, instructions, procedures, or drawings.
• The documents, instructions, procedures, and
drawings shall include appropriate quantitative and
qualitative provisions for ascertaining that the
activities are accomplished in accordance with the
requirements.

83. How Do I Implement a Quality Program?
Quality-Related Activities
• Contract
• Project management • Construction administration
• Calculations • Change orders
• Project meetings • Construction phase
• Team communications • Budget and schedule
• Coordination • Communications
• Design verification • Information & decisions

84. III. How Do I Implement a Quality Program?
Quality-Related Activities
Clearly Defined Accountabilities
Not this:
“All design calculations shall be reviewed.”
But this:
“The Project Executive shall review all design
calculations.”

85. III. How Do I Implement a Quality Program?
Quality-Related Activities
Focus on Activities Relating to Information and Decisions

86. 86
III. How Do I Implement a Quality Program?
Information and decisions
Information and decisions drive the design-
construction process. Making timely decisions and
distributing Information in ‘real time’ is critical to
managing design quality.

87. III. How Do I Implement a Quality Program?
Skill
Place Desire
Design
Process Information
Materials and
Decisions
Tools Energy

88. III. How Do I Implement a Quality Program?
Case Files
Fast Track Needs Fast Information & Decisions

89. III. How Do I Implement a Quality Program?
Case Files
• Fast track river boat casino project
• Phased design and construction
• Need for fast exchange of information and
decisions
• General contractor contributed funds for
on-site design staff

90. 90
III. How Do I Implement a Quality Program?
Key Quality Criteria
• Organization
• Quality program
• Design control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance records
• Audits

91. III. How Do I Implement a Quality Program?
Document Control
• The Quality Program shall have a control system
for those documents affecting quality.

92. III. How Do I Implement a Quality Program?
Document Control
• The Quality Program shall have a control system for
those documents affecting quality.
• The document control system shall assure:
 Documents are reviewed for adequacy
 Means exist to assure that obsolete or superseded documents
are replaced in a timely manner by updated revisions
 Document changes are reviewed and approved by the same
organizations that performed the original review and approval

93. III. How Do I Implement a Quality Program?
Case Files
Filling in the Blanks

94. 94
III. How Do I Implement a Quality Program?
Key Quality Criteria
Bad
Document
Control

95. 95
III. How Do I Implement a Quality Program?
Key Quality Criteria
Good
Document
Control

96. 96
III. How Do I Implement a Quality Program?
Key Quality Criteria
• Organization
• Quality program
• Design control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance records
• Audits

97. III. How Do I Implement a Quality Program?
Corrective Action
• The Quality Program shall describe the measures
which assure that conditions adverse to quality
are promptly identified and corrected.
PQ-7

98. III. How Do I Implement a Quality Program?
Corrective Action
• The Quality Program shall describe the measures
which assure that conditions adverse to quality are
promptly identified and corrected
• The Quality Program shall provide for the
determination of the causes of adverse conditions.
PQ-7

99. III. How Do I Implement a Quality Program?
Corrective Action
• The Quality Program shall describe the measures
which assure that conditions adverse to quality are
promptly identified and corrected
• The Quality Program shall provide for the
determination of the causes of adverse conditions.
• The Quality Program shall provide for corrective
action to prevent future occurrences.
PQ-7

100. III. How Do I Implement a Quality Program?
Corrective Action
• The Quality Program shall describe the measures
which assure that conditions adverse to quality are
promptly identified and corrected
• The Quality Program shall provide for the
determination of the causes of adverse conditions.
• The Quality Program shall provide for corrective
action to prevent future occurrences.
• The Quality Program shall provide for verification
that the corrective action has been taken.
PQ-7

101. 101
III. How Do I Implement a Quality Program?
Key Quality Criteria
• Organization
• Quality program
• Design control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance records
• Audits

102. III. How Do I Implement a Quality Program?
Quality Assurance Records
• The Quality Program shall assure that
records pertaining to quality are
generated.
PQ-7

103. III. How Do I Implement a Quality Program?
Quality Assurance Records
• The Quality Program shall assure that records
pertaining to quality are generated.
• The Quality Program shall assure that quality records
are maintained and retrievable.
PQ-7

104. 104
III. How Do I Implement a Quality Program?
Key Quality Criteria
• Organization
• Quality program
• Design control
• Procurement
• Quality-related activities
• Document control
• Corrective action
• Quality assurance records
• Audits

105. III. How Do I Implement a Quality Program?
Audits
• The Quality Program shall provide audits to verify
compliance with appropriate aspects of the Quality
Program and to determine the effectiveness of the
program.
PQ-7

106. III. How Do I Implement a Quality Program?
Audits
• The Quality Program shall provide audits to verify
compliance with appropriate aspects of the Quality
Program and to determine the effectiveness of the
program.
• External audits shall be performed on those
organizations affecting quality.
PQ-7

107. III. How Do I Implement a Quality Program?
Audits
• The Quality Program shall provide audits to verify
compliance with appropriate aspects of the Quality
Program and to determine the effectiveness of the
program.
• External audits shall be performed on those
organizations affecting quality.
• Internal audits shall be performed on those functions
affecting quality.
PQ-7

108. III. How Do I Implement a Quality Program?
Key Points
• Leadership
• Execute
• Document
• Verify

109. 109
Agenda
I. What Is Quality?
II. Why Do Quality Efforts Fail?
III. How Do I Implement a Quality Program?
IV. Key Quality Considerations
V. Q&A
PQ-1

110. 110
IV. Key Quality Considerations
Involve Project Managers
in
Contract Negotiations

111. 111
IV. Key Quality Considerations
Conduct Regular Project Views
• Budget
• Schedule
• Quality
• Consultant performance
• Client issues
• Client perception
• Invoicing/payment
• Action items

112. 112
IV. Key Quality Considerations
The Devil is in the Details
PQ 8 Courtesy of Rimkus Consulting, Houston Texas

113. 113
IV. Key Quality Considerations
The Devil is in the Details
Moisture below
Windows
Courtesy of Rimkus Consulting, Houston Texas

114. 114
IV. Key Quality Considerations
“The difference between
the almost right word and
the right word is really a
large matter--it's the
difference between the
lightning bug and the
lightning.”

115. 115
IV. Key Quality Considerations
The Limits of Email
An UCLA Study indicates that up to 93% of
communication effectiveness is determined by
nonverbal cues.

116. 116
IV. Key Quality Considerations
Construction Estimates
• Are you a professional estimator?
• Is developing estimates the best use of your
staff?
• Do you have a clue about current construction
costs?
If you answered “No” to any of these
questions, consider available alternatives.

117. 117
IV. Key Quality Considerations
Contractor Submittal Schedule
• Require with the first pay application
• Require update with every pay application
thereafter

118. 118
IV. Key Quality Considerations
Contractor’s Submittal Review Process
• Specify requirements
• Review for information
• With first pay application
• Audit

119. 119
IV. Key Quality Considerations
RFI Management
• Lead
• Educate
• Prioritize
• Bucket
• Take control

120. 120
IV. Key Quality Considerations
Pre-Installation Meetings
• Critical construction activities
• Shop drawings/submittals
• Design team
• Manufacturers’ representation
• Crafts
• Document

121. 121
IV. Key Quality Considerations
Over-Manage O &M Training
• Planning & prepare
• Go electronic
• Require the right people be present
• Use Video
• Document

122. 122
IV. Key Quality Considerations
Over-Manage Punch Lists
• Hold the contractor accountable
• Use objective acceptance criteria
• Be thorough, and final
• Punch list success can equal project success
• How you finish influences client satisfaction

123. 123
IV. Key Quality Considerations
Don’t Forget Warranty-Ending Inspections
• Develop a calendar
• Prepare a checklist
• Invite key players
• Execute, execute, execute

124. 124
IV. Key Quality Considerations
Conduct Post Project Mortems
• Addenda
• Change orders
• Financials
• Client satisfaction
• Client referrals, repeat business

125. IV. Key Quality Considerations
Use Checklists
• Comprehensive
• Easy to implement
• Document ready
• Auditable

126. IV. Key Quality Considerations
Use Checklists
• Used by airplane pilots since 1930s
• Surgical teams benefit*
 Patient mortality rates cut nearly in half
 Complications reduced by more than a third
* Source: Hayes, Alex B, et al.
“A Surgical Safety Checklist to Reduce Morbidity and Mortality
in a Global Population.” New England Journal of Medicine 360 (2009): 491-499.

127. IV. Quality Considerations
$ 1
$ 10
$ 100
Source: Crosby, Philip B. Quality Without
Tears. New York, NY: McGraw-Hill, 1984.

128. IV. Key Quality Considerations
$ 1 Prevent
$ 10
$ 100
Source: Crosby, Philip B. Quality Without
Tears. New York, NY: McGraw-Hill, 1984.

129. IV. Key Quality Considerations
$ 1 Prevent
$ 10 Catch
$ 100
Source: Crosby, Philip B. Quality Without
Tears. New York, NY: McGraw-Hill, 1984.

130. IV. Key Quality Considerations
$ 1 Prevent
$ 10 Catch
$ 100 Correct
Source: Crosby, Philip B. Quality Without
Tears. New York, NY: McGraw-Hill, 1984.

131. IV. Key Quality Considerations
Execute, Execute, Execute
• QA programs must reflect day-to-day firm practices
• Put it in writing; expect to do it
• Expect to do it; document it

132. 132
Peter Drucker once
remarked that his Clients
often would, after a visit,
realize:
“We already know all
this stuff he told us!”
The Father of Modern
Corporate Management

133. Drucker’s reply:
“Yes, but they weren’t doing
anything about it. Now perhaps
they will.”

134. 134
Agenda
I. What Is Quality?
II. Why Do Quality Efforts Fail?
III. How Do I Implement a Quality Program?
IV. Key Quality Considerations
V. Q&A
PQ-1

135. Q&A
Gary M. Prather, P.E., MS, MBA
A/E DR Group
gary@ae-dr.com