Quality_Management_Plan Template.docx

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<Project Name> Quality Management Plan
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Project Manager (PM): <Project Manager (PM)>
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TABLE OF CONTENTS
1. INTRODUCTION.....................................................................................................................................4
2. QUALITY MANAGEMENT OBJECTIVES ...................................................................................................4
3. QUALITY MANAGEMENT PROCESS........................................................................................................4
3.1. Quality Management Roles and Responsibilities............................................................................8
4. TOOLS AND TECHNIQUES......................................................................................................................9
5. QUALITY ASSURANCE ACTIVITIES........................................................................................................10
6. METRICS .............................................................................................................................................10
7. QUALITY CONTROL..............................................................................................................................11
7.1. Quality Reviews.............................................................................................................................11
7.2. Deliverables Reviews.....................................................................................................................13
7.3. Other Quality Control Activities ....................................................................................................13
8. QUALITY RECORDS..............................................................................................................................16
9. CONFIGURATION MANAGEMENT .......................................................................................................16
10. RELATED PM² PLANS.........................................................................................................................18
APPENDIX 1: REFERENCES AND RELATED DOCUMENTS ..........................................................................20

1. INTRODUCTION
Flintstone Engineering is an ES ISO 9001-2008 ECASE Cert., certified since 2008and
always strive for change and best performance accordingly its quality certificate renewed
continuously to date. Accordingly its project organizations are all the same among all projects
except some adjustments to the specific nature of the project. This helps the company to
facilitate its internal activity, easy of reporting system and communication and which
results in timely delivery of quality products for clients.
2. QUALITY MANAGEMENT OBJECTIVES
This document establishes the Quality Plan to be instituted by Flintstone Engineering for the
construction of the new Abbotsford Hospital and Cancer Centre in Abbotsford, BC.
This plan is Flintstone Engineering project team’s documentation of the organizational structure,
functional responsibility, levels of authority, and lines of communications for the activities that affect
quality. Quality is everyone’s responsibility. All team members who perform quality functions
have sufficient authority, access to work areas, and organizational freedom to:
1) Verify that all provisions have been made to provide required control testing.
2) Monitor the design, and contractor’s daily work progress.
3) Check dimensional requirements.
4) Visually inspects materials received on site for proper documentation, completeness, and
condition.
5) Observe all required tests such as mechanical and electrical to verify that they are in
compliance with the specifications.
6) Ensure the completion of all deficiencies in materials and workmanship in a timely
manner.
7) Maintain a document control file.
8) Work closely with all testing agencies to verify that all required tests are able to be
performed.
3. QUALITY MANAGEMENT PROCESS
Although design review will be an ongoing activity, Flintstone Engineering will perform major reviews
of the Contract
Documents. The facilities management (FM) and User Group input are key elements that are
incorporated. Design changes will be tracked as identified in the Project Agreement.
Flintstone Engineering will review drawings at each of the above stages of completion to ensure
constructability and functionality. These reviews will also be used to ensure that schedule and budget
remain in compliance with the original RFP.
Flintstone Engineering will provide contract document timeline requirements to the consultants to
ensure that the overall project schedule is maintained.
Step 1: Define Quality Characteristics

Flintstone Engineering Quality Plan will ensure a uniform high quality level of workmanship through
all phases of construction, including planning, construction, and turnover. To meet this goal, the
following principles will be observed:
1) Ensure the highest level of quality by maintaining supervised controls and written
instructions governing Quality Control procedures and practices.
2) Establish clearly defined responsibility and authority for compliance.
3) Meet contractual requirements by conformance to Contract Documents and applicable
standards.
4) Complete and maintain accurate records of inspections and tests.
Identify and advise Flintstone Engineering and the Consultant of quality related non-
conformance for timely corrective action. Ensure that corrective action is properly
implemented and documented.
5) Maintain procedures to ensure that quality requirements are communicated to all levels
of the field organization, including trade contractors.
It is the intent of the plan that the function of quality control be one of cooperation. It is not the
responsibility of the quality control staff to “police the job”, but to provide review and
assistance to the operations staff (including trade contractors) to enable those involved to
achieve a quality end product. To be proactive in approach, to anticipate problems and take
corrective action before they occur.
The techniques that will be used for quality planning are the following ones:
 Cost-benefit analysis;
 Cost of Quality (CoQ);
 Benchmarking;
 Statistical sampling;
 Quality Requirements Prioritisation (MoSCoW – Must have, Should have, Could have, or
Won't have).
Quality control measures will extend to field sampling procedures; staffing; types of
material and equipment to be used; and methods of performing, documenting, and
enforcing quality control operations of both the Contractor and subcontractors
(including inspection and testing).
As previously stated, maintenance of the CQCP will be the responsibility of the (Flintstone
Engineering’s Quality Control Manager) QCM Contract Manager, PM and ultimately CEO. The QCM
will be responsible for ensuring that all materials and work comply with the contract specifications.
The QCM may have a field engineer at his disposal to assist him with the on-site inspections.
Testing firms will be at the disposal of the QCM to ensure contract compliance in all
aspects of work. All reports from testing firms will be forwarded to the QCM for his
review and approval.

Step 2: Perform Quality Assurance
The purpose of this step is to verify the performance and compliance of project (and project
management) activities with the defined quality requirements. The quality assurance activities are
defined based on the overall project management approach (described in the Project Handbook) and
are part of the Project Work Plan.
Quality assurance will be performed by evaluating:
 the design of the project controls, by confirming that they are implemented, and by assessing
their operational effectiveness. These activities will consider the project quality objectives
along with the project risks.
 compliance with the organisation’s rules and regulations, as well as with relevant
governmental and industry rules, regulations and legislation.
Quality assurance activities are usually not performed by the Project Manager (PM), but will be carried
out:
 Internally: by a Project Quality Assurance (PQA) person, and by the project organization (PCT,
BM, SP); and/or
 Externally: e.g. outsourcing audits to external entities/auditors when necessary.
The results of the quality assurance activities will be documented in the relevant quality and status
reports or/and in relevant project logs. Recommendations for improvements may result from quality
assurance and are processed by quality control in the form of change requests.
<Please mention the artefacts where the quality assurance results will be documented as per your project or/and
organization needs.>
Step 3: Perform Quality Control
The purpose of this step is to monitor and consolidate results from the quality assurance activities in
The CQCP will be implemented in order to ensure compliance with the specifications
for building construction as detailed in the contract specifications. The basis of the
CQCP is the Project Specifications, nationally recognized standards published by
Tanzanian Authorized organizations and International standards such as the
American Society for Testing and Materials (ASTM). In addition, procedures utilized
within the CQCP should reflect the experience gained by Flintstone Engineering in
completing real-estate construction projects in Addis Ababa, Ethiopia similar to the
Victoria and Kalenga Real-estate projects.
Quality control measures will extend to field sampling procedures; staffing; types of
material and equipment to be used; and methods of performing, documenting, and
enforcing quality control operations of both the Contractor and subcontractors
(including inspection and testing).
As previously stated, maintenance of the CQCP will be the responsibility of the QCM
Contract Manager, PM and ultimately CEO. The QCM will be responsible for
ensuring that all materials and work comply with the contract specifications.
The QCM may have a field engineer at his disposal to assist him with the on-site
inspections.
Testing firms will be at the disposal of the QCM to ensure contract compliance in all

aspects of work. All reports from testing firms will be forwarded to the QCM for his
review and approval.
2.1IMPLEMENTATION
The QCM will be responsible for implementing the CQC Plan by ensuring that
quality materials and supplies are provided for the proposed project, and that good
workmanship is provided in all aspects of this contract. The QCM will report directly
to the CM and/or On-site Project Manager and will complete daily site inspections to
ensure compliance with the quality control specifications.
Daily reports will be completed listing all field testing and sampling activities. These
reports will be submitted to the client representative on a daily basis. The QCM will
be responsible for ensuring that all materials and work comply with the contract
plans and specifications, and that all performance standards are met.
It is anticipated that the NHC representative and the Flintstone’s QCM will meet
frequently in order to forecast and/or prevent any potential problems from arising.
An on-site quality control meeting will be conducted on a weekly basis as part of the weekly progress
meeting in order to review performance during the previous oneweek period, and prepare for the
upcoming two-week period. It is anticipated that
the Flintstone’s On-site staffs indicated above who have direct contribution to
implementation of CQCP, Health and Safety Officer, and clients representatives will
attend this meeting.
2.2DOCUMENTING
The QCM will record project activities in a daily quality control report maintained
on site at all times. All site activities, site inspections, and field testing of materials will
be recorded on a daily basis, along with any unacceptable site occurrences or
deficiencies and their associated corrective actions. Each daily entry into the report
will be signed by the QCM. Quality control reports will be submitted on a daily basis
during all field construction activities.
Step 4: Perform Deliverables Acceptance
The purpose of this step is to obtain formal approval from the Project Owner (PO) for each project
deliverable. It comprises the verification if deliverables meet the predefined objectives and set of
criteria defined in the Deliverables Acceptance Plan, so that the Project Owner (PO) can formally
accept them, in the Deliverables Acceptance Note.
The Deliverables Acceptance Checklist supports the monitoring of the status of all activities that are
pre-condition to the delivery of project outputs to the Project Owner (PO) and the formal acceptance
from him/her. Project deliverables are accepted if the acceptance activities (as described in the
Deliverables Acceptance Plan) are successfully performed and within the pre-specified tolerances. The

Project deliverables may be conditionally accepted even with a set of known issues, provided that
these are documented and that there is a plan for addressing them.
Step 5: Perform Final Acceptance
The purpose of this step is to manage the final acceptance of the project, including the accepted
deliverables and to perform the administrative closure of the project. The final acceptance is obtained
from the Project Owner (PO), through a formal Project Acceptance Note.
Before the formal project sign-off, the Project Manager (PM) should report on project performance in
the Project-End Review Meeting, discuss lessons learned and develop the Project-End Report. This
report should summarize project performance throughout project lifecycle and describe the main
risks, issues, constraints, opportunities and lessons learned identified along the project. It can also
identify stakeholders' satisfaction level based on questionnaires or other type of feedback. The pitfalls,
best practices and solutions implemented should be maintained in a project repository, accessible for
future projects.
The administrative closure of the project includes updating, reviewing, organising and archiving all
project documentation and records, with the help of the Project Support Office (PSO). It also
comprises the release of project resources, the final project acceptance and the communication of
project end to the relevant stakeholders. The Phase-exit Review Checklist will be used to validate the
completion of project activities.
<If you tailor the process, make sure you recreate the above process diagram>
3.1. Quality Management Roles and Responsibilities
The following RASCI table defines the responsibilities of those involved in quality management:
RAM (RASCI) AGB* PSC PO BM UR SP PM PCT
RfP (Ready for Planning)
Project End
5. Final Acceptance
1. Quality Characteristics
Definition
2. Quality Assurance
3. Quality Control
4. Deliverables Acceptance
Continuous
Improvement
Quality
Management
Plan
Deliverables
Acceptance
Mgt
Plan
Quality
Review
Checklist
Deliverables
Acceptance
Checklist
Phase-exit
Review
Checklist
Audit
Reports Project
Documents
(updated)
Quality
Review
Reports
Deliverables
Acceptance
Checklist
(updated)
Quality Review
Checklist
(updated)
Phase-exit
Review
Checklist
(updated
Project
Documents
(updated)
Deliverables
Acceptance
Checklist
(updated)
Deliverables
Acceptance
Note
Project –End
Report Project
Repository
(updated)
Project
Acceptance
Note

Quality Management Plan I A C C C C R C
Deliverables Acceptance Plan I A C S I C R C
Perform Quality Assurance I I I S C I A R
Perform Quality Control I I I C C A R C
Perform Deliverables Acceptance I I A S C I R C
Perform Final Acceptance I A C C I C R I
*AGB: Appropriate Governance Body.
<Please customise the above matrix as per your project or/and organization needs.>
The contact details of each of the above stakeholders are documented in the Project Stakeholder
Matrix.
Project quality approach and criteria are agreed by the Project Steering Committee (PSC).
The Project Manager (PM) is ultimately accountable for the correct and full completion of the quality
assurance activities. Responsible is the person in the role of project auditor or reviewer that maybe
internal to the team, to the organisation but outside the team, or external to the organisation.
The Project Manager (PM), supported by the Business Manager (BM), is accountable for scheduling
the acceptance activities and ensuring that they are performed according to the plan.
The Project Manager (PM) is also responsible for performing quality control throughout the project
under the supervision of the Solution Provider (SP).
The Project Owner (PO) is accountable for deliverables and project acceptance and for ensuring the
availability of resources (including people) and guidelines for acceptance testing.
4. TOOLS AND TECHNIQUES
The following techniques will be used for project quality management:
 Audits;
 Walkthroughs;
 Benchmarking;
 Questionnaires;
 Peer reviews;
 Acceptance testing;
 Project Review Meetings;
 …
<Please customise the above list as per your project or/and organization needs.>
The following tools will be used for project quality management:
 PM2
Quality Management Plan;
 PM2
Deliverables Acceptance Plan;
 PM2
Quality Review Checklist;
 PM2
Deliverables Acceptance Checklist;
 PM2
Phase-exit Review Checklist;
 PM2
Quality Review Report;
 PM2
Project-End Report;
 Deliverables Acceptance Note;
 Project Acceptance Note;

 …
<Please customise the above list as per your project or/and organization needs.>
5. QUALITY ASSURANCE ACTIVITIES
The Project Manager (PM) is the overall accountable of the quality assurance activities within the
project. The Project Manager (PM) is also responsible for scheduling and initiating all formal project
audits or reviews.
The quality assurance activities will be performed by the Project Core Team (PCT), Achieving quality in
construction is a time-consuming and intensive process, which everyone is responsible for. It’s about constantly
checking that decisions and work meet the quality assurance standards set.
Here are five golden rules for quality assurance on your projects:
Clear definitions of ‘quality’
Everyone working on a project needs to clearly understand what you mean by ‘quality’ and what your
expectations are for the project. Document the details and explain them to all subcontractors, suppliers and
project managers. For example, you might decide you want especially high standards of sound insulation (above
the legal minimum of 45dB in new builds). You’d therefore want subcontractors to be aware of this when they
are making purchasing decisions around insulation material.
Planning, design, and development of plans
Designers and project managers must conduct thorough assessments of plans, check for clashes and avoid
cutting corners. If you can identify and fix issues now, there is less chance of delays occurring during the build
itself. Recently, BIM technology has been shown to help with quality in construction by automatically checking
for clashes.
Material purchasing
It’s vital to ensure that all materials and equipment purchased meet your standards. Buying cheaper, lower-
quality materials may save money in the short term but could result in problems later. Quality assurance when
buying also involves verifying whether your suppliers are truly capable of meeting your demand.
Continuous interaction during the build
All project participants must be able to communicate, discuss issues and verify progress. Quality in construction
relies on the site manager constantly monitoring the works, ensuring it meets your pre-agreed definitions of
quality.
Handover and snagging
Once the structure itself is up, quality assurance also comes into play at the snagging and handover stage. This
is about conducting checks to ensure the as-built structure meets your expected quality standards
The project quality assurance activities are detailed and scheduled in the Project Work Plan.
6. METRICS
This section includes the quality criteria to be collected and reported during the project, for project
artefacts (i.e. project management outputs). Note that the criteria related to testing of the project

deliverables and their formal customer acceptance are detailed in project domain specific documents
as e.g. test plans and the Deliverables Acceptance Plan.
<In the case where no formal Deliverables Acceptance Plan exists, then the criteria related to deliverables
acceptance should be described in the Quality Management Plan>
Criterion Name Frequency Tolerance
Artefacts review (per project phase) Once No tolerance.
Monthly timesheets reviewed and
approved
Monthly No tolerance.
Status reports distributed Monthly One moth (i.e. every two months).
Project Review Meetings performed Weekly One week. Holiday's period, each three weeks.
Project Steering Committee
meetings performed
Monthly One moth (i.e. every two months).
Milestone reviews executed Per
milestone
No tolerance.
Phase-exit reviews executed Per phase-
exit
No tolerance.
Project and process audits
performed
Yearly or
once
during the
project
No tolerance.
Audits to contractors' project
quality activities performed
Yearly or
once
during the
project
No tolerance.
Stakeholders' satisfaction
questionnaires sent, received and
analysed
Yearly or
once
during the
project
No tolerance.
<Please customise the above Frequencies and Tolerances as per your project or/and organization needs.>
7. QUALITY CONTROL
7.1. Quality Reviews
Achieving quality in construction is a time-consuming and intensive process, which everyone is
responsible for. It’s about constantly checking that decisions and work meet the quality assurance
standards set.
PCL’s Inspection and Testing Plan for the Abbotsford Hospital and Cancer Centre has been developed
by drawing on information available in the Project Agreement, as well as the experience of PCL Staff
and input from the Consultants.
Inspection of materials and work in progress will be the responsibility of PCL Supervisors and Special
Inspectors to ensure that the work conforms to the contract documents and is ready for testing or
inspection by an independent testing agency.
Field Inspection

PCL will utilize a three point inspection plan for field inspections.
 Pre-Work Coordination Meetings
Prior to any trade contractor starting work, a pre-work coordination meeting will be held.
Attendees will include Supervisory, Quality Control and Safety personnel from both PCL
and trade contractors. PCL’s Project Manager will chair the meeting and prepare an
agenda. At a minimum, the meeting agenda will cover contract, submittal, quality
control, training, safety and environmental requirements of the contract documents, as
well as work and coordination procedures.
 b) Follow-Up Inspection
PCL Supervisors will monitor the work on a daily basis to assure the continuing
conformance of the work to the workmanship standards. Consultant Inspectors and
Architect will provide site review as required by BC Building Code. Follow-up
inspections will be monitored by PCL Quality Control Coordinator to ensure all
deficiencies are corrected.
 Completion Inspection
When an area of work is complete, PCL Quality Control Coordinator, in cooperation
with PCL field staff and Design Consultants will conduct completion inspections.
Deficiencies will be noted on a deficiency list. The appropriate Consultant or testing
agency will perform testing for those sections of work as noted on Responsibility Matrix
(see attachment at end of this section).
Approved Material Inspections
All materials, equipment, etc. to be incorporated into the work will be subject to periodic
inspection by the Quality Control staff.
PCL will utilize a five point field inspection:
• proper identification
• damage
• evidence of prior acceptance
• completeness
• proper documentation
A visual inspection will be made for:
• Verification of conformance with the contract documents, the procurement document and
approved submittals.
• Storage of materials, products and supplies for compliance with the contract documents and
manufacturers instructions, as well as specific requirements of applicable technical
specifications.
• Periodic inspections during installation or incorporation into the work to ensure continued

compliance with the contract documents.
Items which are observed to be in non-conformance with specifications will be identified,
recorded on a Notice of Non-Compliance and segregated from accepted materials, products and
supplies. These materials will not be used until corrective action has been taken.
Material Test Procedures
A. Testing
The appropriate Consultant will take random samples and test them for conformance
with the contract documents. These results will be distributed to all parties. The Quality
Control Coordinator will review all test results and follow up as appropriate.
B. Samples
Approved samples of materials to be incorporated into the job will be maintained in the
site office for use in comparing to installed material. Site mock-ups, as required, will be
maintained during construction at a designated location on site.
Testing samples will be individually identified by The appropriate Consultant.
Re-Work Procedures
All deficiencies or deviations from specified requirements, with respect to quality,
workmanship, materials, equipment or supplies will be dealt with in the following manner.
1. Deficiencies to be noted on Inspection Report.
2. Deficiencies will be immediately corrected and Quality Control Coordinator to ensure re-
inspection is performed and all deficiencies corrected.
3. Track deficiencies using the central inspection record log.
The PCL Project Manager, Superintendent, and Quality Control Coordinator and/or Special
Inspector will meet with all parties involved in any deficiency to determine a solution to the
problem. The solution will then be recorded and implemented in accordance with contract
documents. Once the deficiency has been rectified, the Quality Control Inspector will re-inspect
the original deficiency in regard to the agreed solution.
If warranted, deficient work which cannot be satisfactorily corrected in place will be removed
and replaced at the written direction of the Inspector. All such re-work shall be performed using
procedures written and approved by the Inspector.
7.2. Deliverables Reviews
Deliverables reviews play a crucial role in any project's success, especially in the construction industry.
They help define the scope of work and specifically identify the tasks to be completed at each stage of

the project, based on client expectations and requirements. Here are some tips on how to conduct
successful deliverables reviews for a construction project:
Clarify What Is Expected
Before setting up a deliverables review, it is important to ensure that everyone involved has a clear
understanding of what is expected from the project. This includes establishing milestones and assigning
tasks to team members, as well as clearly communicating deadlines and establishing contingencies in
case milestones are not met.
Create a Comprehensive Review Process
To ensure quality deliveries, it is important to have an effective review process in place. A deliverables
review should include verification of design plans and construction drawings, as well as detailed testing
procedures that can uncover any errors or discrepancies before they become costly problems. Having
an approved quality assurance process will allow all stakeholders to agree on deliverable acceptance
criteria.
Monitor Progress Regularly
Once established expectations and timelines have been clarified, progress should be monitored
regularly throughout the project’s duration to make sure everything is running according to plan.
Deliverables reviews should be conducted frequently – at least once every couple of months – to check
updates on task completion and assess overall progress towards completion of the entire project.
Focus On Value-Added Results
When conducting a deliverables review for a construction project, all efforts should focus on finding
value-added results that contribute positively towards meeting objectives within the given timeline
without compromising standards or cutting corners. Effectively managing all aspects of this
comprehensive process requires collaboration between all members involved .
Document Conclusions
The goal of any deliverables review is primarily to ensure compliance with expectations but also
document conclusions for further reference during future projects or research purposes. All findings
should be documented thoroughly for easy access whenever needed. Additionally, this same
documentation can later be used for reporting back to stakeholders regarding performance based on key
metrics such as time saved, cost savings and value added through innovative approaches or cutting-
edge solutions implemented during previous projects similar in nature or scale.
Testing & Inspection Matrix
The following matrix is prepared to show responsibility of testing and inspection for each
section of the work. Blank fields will be filled in as work/design plans are finalized.
DESCRIPTION STANDARD TESTING INSPECTION
Excavation & Backfill Trow Trow
Landscaping PWL
Concrete Formwork RJC
Concrete Reinforcement RJC
Concrete Placement RJC

Precast Concrete MCM
Structural Steel RJC
Metal Deck RJC
Sprayed Fireproofing MCM
Miscellaneous Metals MCM
Windows/Entrances MCM/Envelope
Dampproofing/Waterproofing MCM/Envelope
Roofing MCM/Envelope
Masonry MCM
Hollow Metal MCM
Wood Doors MCM
Overhead Doors MCM
Drywall MCM
Tile MCM
Terrazzo MCM
Acoustic Consultant
Brown
Strachan
Resilient Flooring MCM
Carpet MCM
Special Coatings MCM
Painting MCM
Toilet Partitions MCM
Flag Poles MCM
Signage MCM
Lockers MCM
Operable Walls MCM
Toilet Accessories MCM
Parking Control Equipment MCM
Loading Dock Equipment MCM
Elevators MCM
Mechanical TBA MCM
Electrical RADA MCM

7.3. Other Quality Control Activities
WHEN WORKING ON CONSTRUCTION QUALITY CONTROL, THERE NEED TO BE QUALITY CONTROL PROCEDURES TO
BRING CLARITY TO THE WORK. TO DO THIS, FOLLOW THESE FIVE STEPS:
DEFINE WHAT DONE MEANS: THIS INCLUDES COMPLETING THE PROJECT WITH NO DEFECTS, SATISFYING CODE
REQUIREMENTS AND CONFORMING TO CLIENT’S SPECIFICATIONS. ONCE DONE IS DEFINED,SHARE THE CONCLUSION
WITH YOUR SUPERINTENDENTS, CREW, SUBCONTRACTORS AND EVERYONE INVOLVED IN THE CONSTRUCTION
PROJECT PLAN TO ENSURE THEY’RE ALL ON THE SAME PAGE.
HAVE AN INSPECTION PLAN: CONDUCT A THOROUGH INSPECTION TO SEE IF THE COMPLETED WORK MEETS YOUR
QUALITY ACCEPTANCE CRITERIA. CREATE AN INSPECTION PLAN TO DECIDE WHAT IS INSPECTED AND LET THE TEAM
KNOW WHEN IT’S INSPECTED. ALSO, THERE MUST BE A PERSON RESPONSIBLE FOR CARRYING OUT THE INSPECTION,
WHETHER THAT’S SOMEONE IN YOUR CREW OR A THIRD PARTY.
CREATE QUALITY CONTROL CHECKLIST: PREPARE A QUALITY CONTROL CHECKLIST TO MAKE THE PROCESS OF
INSPECTION THOROUGH AND LESS LIKELY TO OVERLOOK ITEMS. BE SPECIFIC. A PUNCH LIST SHOULD BE SHARED
WITH THE CREW FOR PRE-TASK CONVERSATIONS ON HOW TO EXECUTE THE WORK. A CHECKLIST ENSURES QUALITY
CONTROL IS MET AND ALSO COMMUNICATES TO THE CREW WHAT’S ESSENTIAL IN THEIR TASKS.
CORRECT WORK: WHEN A TASK DOESN’T MEET THE STANDARDS OF THE QUALITY MANAGEMENT INSPECTION, THE
WORK NEEDS TO BE CORRECTED. MARK THE WORK THAT NEEDS FIXING (PHOTOGRAPH IT, IF NECESSARY), CORRECT
THE PROBLEM AND DOCUMENT THE CORRECTION TO VERIFY THAT IT NOW MEETS YOUR QUALITY STANDARDS.
REVIEW AND REVISE: WHEN YOU DISCOVER A DEFICIENCY AND FIX IT, THE WORK ISN’T OVER YET. REVIEW WHY IT
HAPPENED AND DISCUSS WITH YOUR CREW HOW TO AVOID REPEATING THE PROBLEM. WHATEVER THE
CONCLUSION, IT SHOULD BE SHARED WITH THE WHOLE CONSTRUCTION CREW TO MAKE SURE THE ISSUE DOESN’T
SHOW UP ELSEWHERE. IF APPLICABLE, ADD THE NEWFOUND DETAILS TO YOUR INSPECTION CHECKLIST.
8. QUALITY RECORDS
The quality records (evidence that quality management activities have been performed) are archived
in the project repository, under the "Monitor & Control" folder. The different versions of the project
artefacts (created at each artefact update) will provide evidence of the performance of these
activities.
9. CONFIGURATION MANAGEMENT
Configuration management (CM) is the process of tracking and controlling changes in building projects
throughout the various stages of construction. It involves identification and documentation of every element
involved in a project including design, materials, equipment, schedules, and other important components. In this
article, we’ll discuss configuration management in house construction and some tips to make your project run
more smoothly.
Plan Ahead
Developing a plan for what needs to be done when should be one of your first steps in configuration management
for any building project, especially if you are constructing a house on your own. Make sure you know exactly how
many parts will be required for certain operations and how long those operations should take before getting
started. If there are discrepancies or delays along the way, this allows for ample time to adjust your plan
accordingly.
Identify Components

Once you’ve developed a general plan for what tasks need to be done in a specific order, you must now break
down each task into its individual components so they can be tracked throughout the construction process.
Identifying components helps enable flexibility with resources while also allowing teams to have an
understanding of when each component will be needed.
Manage Resources Efficiently
When constructing a house it is vital that resources such as labour and materials are efficiently managed in order
to keep costs down and production value up. Configuration management can provide invaluable insights into
identifying locations where cost savings can occur by informing you which resources need to be itemized so they
can be easily tracked against budgeted amounts as well as usage patterns across jobsites or projects. Tracking
resources also makes it easy to understand where product orders may conflict between constructions sites or
activities putting strain on delivery times and budgets due when delays outside of ones control occur during
shipment or pick up from warehouse locations slowing progress on larger scale projects such as home builds over
extended stretches of time keeping everyone organized making sure things like foundation orders arrive on site
when ready for placement so structure build out is constantly moving forward without issue causing costly delays
causing owner outages having employees sitting idle waiting for direction lossing out on profits this would never
happen with efficient configuration management system's programmed into daily operations . Mapping
Deliverables Utilizing advanced CM software helps keep large-scale construction projects running smoothly by
mapping all crucial deliverables against deadlines set resulting visual representation tracking puts with timelines
activities always visible leaving no room guessing last minute running around at jobsite attempting fix unforeseen
issues checking below surface items always up date decreases number line items requiring last minute attention
ensuring project objectives are met original expectations reducing stress levels resulting better team morale
throughout completion entire process leading happy endings both team members entire customer base
ultimately returns full blown satisfied customer base promoting future business opportunities maximising
longterm growth sustainability optimised environment ‘sending right message' customers being main priority
establishing trust lasting relationship reap rewards multiple streams profits realtime big picture view agility
analytics transparency expanded capabilities looking ahead depending degree complexity rising above mounting
challenges scale new heights gliding gracefully thru scenarios flying colours know something dependable backing
sound logic better decision making data points hand capturing exact tasks workflow activity history reduced
manual effort .
PM2
project management files naming convention
This project follows PM2
methodology and uses the following naming convention:
Files: (XX).(DocumentName).(ProjectName).(dd-mm-yyyy).v(x.x)
<Example: 04.Project_Handbook.XYZ.11-11-2017.V1.0.docx>
Explanations:
 XX (two numerical characters) is the number of the document according to all PM2
templates.
Other documents not included in the PM2
templates can be named by following the numerical
sequence of documents. This number is unique within project artefacts;
 x.x is referring to the version of the document. If it begins with a "0.x" it means that the
document hasn't yet been approved; minor changes can be reflected in the decimal (revisions
number) and major changes (formal reviews) in the number.
When creating a project document, the Project Manager (PM) will include:
 The title of the document;
 The document type (e.g. plan, check list, log, guide, template, study, report);
 The version number;
 The issue date;
 The document control information, document approver(s) and reviewers and document
history and location;
 The confidentiality classification of the document.
Project email subject tag: (ProjectName), (Topic), (type of communication, e.g. for approval, for
information, for review, for action), (FreeText – if needed).

<Example: [WebCom][Follow-up Meeting][Agenda] [for Review] …>
Versioning and release of artefacts and deliverables
This project uses the following tools for managing the versioning and release of deliverables:
 …
<Indicate the tools that will be used for managing deliverables versions and releases.>
The location of the last versions of project artefacts and deliverables is referred in the configuration
registry.
Storage and archiving of project management artefacts and deliverables
The Solution Provider’s (SP) or Project Owner’s (PO) organisation may have an internal policy with
regard to records management and archives, and projects should follow these procedures.
Organisations or Units may have a Document Management Officer (DMO) who is responsible to
implement a document and records management system.
For this project, the Project Manager (PM) will structure the project management artefacts per PM2
phase, following the below folder convention:
 01 Initiating
 02 Planning
 03 Executing
 04 Monitor & Control
 05 Closing
<The Project Owner (PO) and the Solution Provider should agree on the configuration management scope and
determine the procedures to be applied to change, approval, maintenance (including retention periods) and
archive of the project CIs. It is recommended to agree on security procedures that include access to project files,
copies of project data, archive location to guarantee continuity, storage devices to be used, retention periods
and sanitization of data (when data is no more needed). These procedures should be mentioned in this section
or referenced to other documents.
10. RELATED PM² PLANS
Project Handbook
The Project Handbook establishes the high-level approach for implementing the project goals, which
includes required documentation, standards to be considered and the high level summary of the
quality and configuration management approach. The location of this artefact is referred in the
Appendix 1.
Communications Management Plan
The Communications Management Plan helps to ensure that all project stakeholders have the
information they need to perform their roles throughout the project. It defines and documents the
communication items content, format, frequency, the audience and expected results. The location of
this artefact is referred in the Appendix 1.
Deliverables Acceptance Plan
The management of the formal customer’s acceptance of project deliverables (responsibilities,
activities and the criteria for the deliverables acceptance) is described in the Deliverables Acceptance
Plan. The location of this artefact is found in the Appendix 1.
Issue Management
The management of issues and decisions is described in the Issues Management Plan. This artefact
defines how issues are identified, evaluated, and assigned for resolution and how decisions are

implemented. Issue management supports the resolution of issues before deliverables / project
acceptance. The location of this artefact is found in the Appendix 1.

APPENDIX 1: REFERENCES AND RELATED DOCUMENTS
<Use this section to reference (or append if needed in a separate annex) any relevant or additional information.
Specify each reference or related document by title, version (if applicable), date, and source (e.g. the location of
the document or the publishing organisation).>
ID Reference or Related Document Source or Link/Location
1 <Example of a related document>
04.Project_Handbook.XYZ.11-11-
2017.V.1.0.docx
<Example of a location>
< U:METHODSProjectXDocuments>
2 06.Issue_Management_Plan.XYZ.11-
11-2017.V.1.0.docx
<Insert project artefact location.>
3 09.Communications_Management_Pla
n.XYZ.11-11-2017.V.1.0.docx
4 10.Deliverables_Acceptance
_Plan.XYZ.11-11-2017.V.1.0.docx
5 28.Quality_Review_Checklist.XYZ.11-
11-2017.V.1.0.docx
6 27.Phase_Exit_Review_Checklist.XYZ.1
1-11-2017.V.1.0.docx
7 29.Deliverables_Acceptance_Checklist.
XYZ.11-11-2017.V.1.0.docx
8 XX.Deliverables_Acceptance_Note.XYZ.
11-11-2017.V.1.0.docx
9 XX.Project_Acceptance_Note.XYZ.11-
11-2017.V.1.0.docx
10 Project folder <Insert project folder location.>
11 configuration registry <Insert project artefact location.>
12

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