MASTER OF BUSINESS

ADMINISTRATION

Project Management

Assignment No. II -1: Project Quality

Management Plan

Prepared by:
Tawfik AbdelMajeed Aydieh

December, 2017
 Quality Management Plan
ECG understands what quality on such a high priority and complex project means.
The Project Team will put in place a series of procedures and processes to ensure the
team works closely with all the project stakeholders to refine this Quality
Management Plan to the perfect project guide for Quality. The QMP will be used
through the Design phases.

“The provision of a very structured and complete Quality

Management Team supported by an experienced team in its
implementation will be key to the success of the Project”

Quality Is Everyone's Responsibility

W. Edwards Deming

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 Foreword
This Project Quality Management Plan (PQMP) forms part of the overall ECG quality Management system (QMS)
and is modelled upon ISO 10005 Quality Management Systems - Guidelines for Quality Plans (2005). Its goals are
to increase confidence that specified requirements will be met, provide greater assurance that processes is in
control, to engender motivation and to provide a structured approach to project execution. The entirety of the
ECG QMS is based upon the Plan-Do-Check-Act (PDCA) cycle for continuous improvement depicted below.

The Plan-Do-Check-Act (PDCA) Cycle for Continuous Improvement

This PQMP is a project-specific reference document for Quality combining the necessary elements of ECG ISO
9001 certified Quality Management Systems (QMS). It is not the aim of the PQP to reproduce the QMS or
Procedures but as necessary to explain the application of the QMS and state key procedural points relevant to the
quality arrangements.

The PQMP is to be implemented by all ECG Project employees. The PQMP shall therefore be distributed as a
controlled document to required ECG personnel.

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 TABLE OF CONTENTS
Foreword ........................................................................................................................... 3
1.0 Overview .................................................................................................................... 5
1.1 Purpose ........................................................................................................................................ 5
1.2 Scope ........................................................................................................................................... 5
1.3 Quality Management Approach .................................................................................................. 5
2.0 Quality Roles and Responsibilities ............................................................................... 6
2.1 Quality Assurance versus Quality Control ................................................................................... 8
2.2 Quality Management Relationships ............................................................................................ 9
3.0 Quality Planning Approach ........................................................................................ 10
3.1 Project Quality Contractual Obligation ...................................................................................... 10
3.2 Key Quality Risks and Issues Relation to Work Scope ............................................................... 11
3.3 Quality Commitments, Objectives and Targets ......................................................................... 11
3.4 Quality Management Plan Methodology .................................................................................. 13
4.0 Quality Assurance Approach ..................................................................................... 13
4.1 Quality Assurance Program ....................................................................................................... 14
4.2 Design Quality Assurance .......................................................................................................... 14
4.3 Internal Quality Audit ................................................................................................................ 14
4.3.1 General ...................................................................................................................................... 14
4.3.2 Responsibilities .......................................................................................................................... 15
4.3.3 Project Quality Audit Plan .......................................................................................................... 15
4.3.4 Corrective Action ....................................................................................................................... 16
4.3.5 Issuance and Distribution of the Audit Report .......................................................................... 16
4.4 Reporting and Tracking System ................................................................................................. 16
4.4.1 Quality Reports .......................................................................................................................... 16
5.0 Quality Control Approach .......................................................................................... 17
5.1 Quality Control Program ............................................................................................................ 17
5.2 Design Quality Control - Design Review & Verification ............................................................. 17
5.2.1 Discipline Check - Internal Design Review ................................................................................. 17
5.2.2 Inter-Disciplines Checks - Squad Check ..................................................................................... 18
5.2.3 Technical Reviews Committee (TRC) ......................................................................................... 18
5.2.4 Constructability Reviews ........................................................................................................... 19
5.2.5 Peer Reviews .............................................................................................................................. 19
6.0 Quality Improvement Approach ................................................................................ 20
6.1 General ...................................................................................................................................... 21
6.2 Nonconformity and Corrective Action ....................................................................................... 21
6.2.1 Nonconformity .......................................................................................................................... 21
6.2.2 Corrective Actions ...................................................................................................................... 22
6.3 Continual improvement ............................................................................................................. 22
6.4 Client satisfaction ...................................................................................................................... 22
6.5 Management Review ................................................................................................................. 22
7.0 Document Control & Record Management ................................................................ 23
7.1 Quality system documents ........................................................................................................ 23
7.2 Document Control – Quality Records ........................................................................................ 23
7.3 Document control – Controlled documents .............................................................................. 24
7.4 Standards ................................................................................................................................... 24
7.5 Regulations and Codes ............................................................................................................... 25
7.6 Transmission of documents and drawings ................................................................................ 25
7.7 Control of records ...................................................................................................................... 25
7.8 Electronic Document Control and Management System .......................................................... 25

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1.0 Overview
1.1 Purpose
The Quality Management Plan describes the ECG’s Team Sharjah International Airport Expansion
Project quality management system. The objective of this plan is to:
 Detail the project quality policies, principles, values, objectives and targets
 Describe the procedures required to achieve desired quality management outcomes and
targets
 Describe how the quality system contract requirements are satisfied
 Describe how the ECG quality management system is tailored to satisfy the Sharjah
International Airport Expansion Project
 Provide guidance as to how the project management system complies with ISO 9001:2008.
 Describe how the quality management system is implemented and maintained.

1.2 Scope
The Quality Management Plan applies to all scope and works performed by the ECG team under
the contract with the Client.
The PQMP covers the following:
 Roles and responsibilities  Quality control approach
 Quality Planning Approach  Quality improvement approach
 Quality assurance approach  Documentation Control

1.3 Quality Management Approach

The quality management approach is about to ensure that all personnel in the project "does the
right things, right, the first time". Thus avoiding misunderstandings of what to produce and how,
resulting in productivity losses, quality losses and schedule delays.
This is going to be achieved by
 Early identification and reviews of all quality-impacting documents.
 Reviews of all quality-impacting documents.
 Using the well-defined and anchored quality standards and procedures already in use for
each work package.
 Using Client Satisfaction as a Quality Control tool in case quality standards and procedures
are missing and/or there are no documented processes/processes procedures do not exist
in any form.
Quality management is defined as a system of planned activities that ensures that the
deliverables of the Sharjah International Airport Expansion Project meet or exceed the client
requirements, specifications and expectations. The system includes reviews, verifications, audits
and evaluations required to document the grade of quality of the deliverable.
Quality management shall focus on both product quality and project quality:
 Product quality in this context basically is concerned about what is delivered, and therefore
focuses on product specifications and requirements.
 Project quality more is concerned about how the product is delivered, and focuses more on
the production processes, planning, etc.
The project quality management system in general shall follow the Plan – Do – Check (Study) –
Act approach.

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2.0 Quality Roles and Responsibilities
The responsibilities and authorities of the team members are detailed within the relevant
management plans. The responsibilities and authorities for quality are summarised below and
included in each person’s position description:

Role Responsibilities
Project Manager (PM) The PM is responsible for the following quality system
requirements:

 Reviewing and authorizing the Quality Management Plan

(QMP) and other project plans
 Documenting client expectations and consensus quality
management objectives at a project-level that supports the
implementation of the PMP
 Assigning quality responsibilities to all project personnel
 Ensuring the Risk Management Plan is implemented,
including the Safety, Quality & Environmental Risk
Management procedure.
 Ensuring all project personnel are suitably trained, and
possess the necessary skills, to undertake their designated
quality responsibilities
 Monitoring the quality performance to ensure compatibility
and continued effectiveness with the policy and objectives
 Communicating quality performance to the Client and ECG
management
 Participating in the review of the quality system and other
relevant quality meetings and programmes
 Ensuring appropriate training in quality is provided to
project personnel

Project Engineer (PE) The PE together with the Project Managers is responsible for
design coordination and shall also liaise with the designers on
the following:
 Quality of all documentation and designs being produced
 Coordination of all design activities and deliverables
 Transmitting documents, drawings and all relevant details
between all parties involved
 Considering safety aspects during the course of design,
 Ensuring that the design is constructible
 Ensuring that the designers adhere to the design program
reviewing and recording documentation to ensure
correctness, completeness, compatibility and status
 design interface management
 ensuring cost efficient design
 liaising with the client team on design issues.
Quality Manager The Quality Manager is responsible for the following quality
system requirements:
 Ensuring that the Quality Management Plan is correctly
implemented to meet the requirements of the project
 Monitoring quality activities during design
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  Planning and managing quality audits to determine the
conformity or nonconformity of the quality system elements
with specific requirements;
 Determining the effectiveness of the implemented quality
system in meeting specified quality objectives;
 Providing the auditee with an opportunity to improve the
quality system and to meet contract requirements.
 Ensuring non-conformances are rectified by the Contractor
within the required time frame and that remedial solutions
are effectively implemented
 leading non-conformance root cause analysis and
implementing corrective/ preventive actions if the activity is
a recurring one for the project
 Attending meetings called to discuss quality issues
 Identifying and documenting quality system problems
 Updating of the project Quality Management Plan
 Liaising with the quality assurance representative and
auditors from the client
 Maintaining a project audit schedule
 Ensuring that audit findings are assigned and effectively
closed out
 Coordinating audits / assessments of sub-consultants as
required

Team Leaders (TLs)  Delivering a quality project

 Performing an active role to ensure the client's quality
objectives are clearly articulated and that the client
understands the essential professional standards, laws, and
codes which must be incorporated into the project
 Monitoring the quality of his own work
 Keeping the commitments for completion of their portion of
the project, as documented in the Quality Management Plan

Project Planner/ Scheduler  Reviews manpower allocation for the project, to be logically
conforming to the available employed manpower.
 Ensures that the planning package compliance with the
client requirement and standards, and to report deviations
and needs for changes to the Quality Manage
Specification Manager  Ensures that project technical specifications include all the
specifications from the disciplines, specialists’, and sub-
consultants
Document Controller  Recording the receipt and transmission of documents and
drawings on the project
 Maintaining the Document Management System database;
 Controlling the filing of plans, procedures, forms / checklists,
drawings and specifications
 Collating and maintaining diaries and registers (NCRs, CARs)

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2.1 Quality Assurance versus Quality Control
Quality Assurance and Quality Control are different in their purpose, approach and
application. Below are the detailed differences between the two:
Quality Assurance
Definition QA is a set of activities for ensuring
quality in the processes by which
projects/products are developed.
Focus on QA aims to prevent defects with a
focus on the process used to carry
out the implementation of a project.
It is a proactive quality process.
Goal The goal of QA is to improve
development and test processes so
that defects do not arise when the
project is in implementation.
How Establish a good quality management
system and the assessment of its
adequacy. Periodic conformance
audits of the operations of the
system.
What Prevention of quality problems
through planned and systematic
activities including documentation.
Responsibility Everyone on the team involved in
developing the project/product is
responsible for quality assurance.
Example Verification is an example of QA
Statistical Statistical Tools & Techniques can be
Techniques applied in both QA & QC. When they
are applied to processes (process
inputs & operational parameters),
they are called Statistical Process
Control (SPC); & it becomes the part
of QA.
As a tool QA is a managerial tool
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Quality Control
QC is a set of activities for ensuring quality in
projects/products. The activities focus on
identifying defects in the actual project
implementation/products produced.
QC aims to identify (and correct) defects in the
finished project/product. Quality control,
therefore, is a reactive process.
The goal of QC is to identify defects after a
product is developed and before it's released.
Finding & eliminating sources of quality
problems through tools & equipment so that
customer's requirements are continually met.
The activities or techniques used to achieve and
maintain the product quality, process and
service.
Quality control is usually the responsibility of a
specific team that tests the product for defects.
Validation/Software Testing is an example of
QC
When statistical tools & techniques are applied
to finished products (process outputs), they are
called as Statistical Quality Control (SQC) &
comes under QC.
QC is a corrective tool
 2.2 Quality Management Relationships

Quality Planning Quality Control (QC) Quality Assurance (QA) Quality Improvement
Plan Do Check Act
What Is Determine what will be quality Monitor specific Project Determine if Increase the effectiveness
Done on the project and how quality products to measurement of quality is and efficiency of the
will be measured determine if they meet appropriate by evaluating project when corrective
performance overall performance on a actions such as Change
measurement regular basis to insure the Requests are identified.
thresholds defined in project will satisfy client Changes to the QMP and
the QMP quality expectations the PMP may be required.

When It Is Project Planning Phase Project Execution, & Project Execution, & Project Execution,
Done Control Phase Control Phase & Control Phase and
Project Planning Phase
Processes Processes Processes Processes

 PMP Development  Project Execution &  Project Execution &  Change Management
 Project Scope & Customer Control Control  PMP Development
Requirements Definition  Lessons Learned
 Team Establishment
 Activity/Schedule
Development
 Resource Estimate
Development
 Project Delivery Acquisition
Strategy

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3.0 Quality Planning Approach
Quality is planned for and managed through the “Plan-Do-Check-Act” cycle for project
execution, program management, and business processes.

The Quality Manager coordinates the quality system planning. Meetings are convened
with relevant personnel to commence the following:
 Setting up of all Design Review Processes and its Database
 Preparing all project templates for Design Phases
 Reviewing the Workplace Risk Assessments, Activity Method Statements and Task
Risk Assessments as applicable to quality
 Listing and preparing the reviews of Process Procedures, and Checklists
 Preparing collaborative audit schedule
 Reviewing the adequacy and compatibility of design documentation (drawings &
specifications)
 Listing and obtaining standards / codes / regulations
 Reviewing the work breakdown structure to be used for tracing and filing work lot
records
 Identifying and listing quality records
 Setting up our project database for managing compliance documentation

The Quality Manager will prepare and maintain a programme for implementing the
planned quality system activities including those listed above and updated the
programme following review of documentation available.

The Quality Manager will maintain a schedule of process procedures, activity statements,
design implementation/review plans, and checklists.

3.1 Project Quality Contractual Obligation

The Project Manager is responsible for reviewing the contract documents and other
obligations including regulatory and legal requirements. The review is undertaken in
conjunction with the project team. The review outcome is detailed in the ‘Contractual
Rights and Obligations Summary’.

The review is to ensure that:

 The technical and quality requirements relating to the works are clearly defined
 Any differences in requirements between the contract and tender documents are
identified and highlighted to management
 The project has the necessary resources, organization and facilities to perform its
obligations under the contract.

Where an amendment to the contract is received, the Project Manager reviews the
amendment, incorporates the amendment into the project documents, and informs the
team.

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3.2 Key Quality Risks and Issues Relation to Work Scope
Key Quality Management Risks and Issues
The quality management plan addresses the following key risks and issues:

No. Risks/Issues Mitigating Actions Outcomes

1 Undisciplined and PQP to detail the responsibilities, Applicable processes and controls
unstructured controls, resources and practices related to the contract identified and
approach to project specific to the planned prior to commencement of
processes contract the project.
2 Personnel confused Prepare project specific Project personnel aware of duties,
with their quality position descriptions for all staff responsibilities and authorities.
responsibilities and
authorities
3 Communication Communications relating to Clearly defined communication with
breakdowns with quality issues to be relevant parties established
stakeholders established in the PQP
4 Key staff ignorant of Contractual obligations to be Personnel made aware of
contractual quality highlighted during the planning contractual requirements
requirements and phase through the implementation of all
risks necessary management plans

Note: The above key quality management risks and issues are reviewed as part of the routine auditing
schedule to ensure mitigation actions are in place and outcomes are achieved.

3.3 Quality Commitments, Objectives and Targets

A. Quality Commitments
The project team is committed to delivering:
 A robust Quality Management System (QMS) framework to manage activities
to meet all statutory, regulatory and contract requirements.
 A QMS that will also identify and focus on client needs and expectations.
 Quality management systems fully compliant with the management system
standards in ISO 9001:2008
 Delivered Works that meet the technical requirements prescribed in the Scope
Documents.
 Continuous improvement in processes across all areas of the project

a. The Project Team will deliver the commitments by:

 Providing an experienced Quality Manager to act as the Management
Representative, establish the Project Quality Management Plan (PQP), and
providing adequate resources to implement and maintain a quality system
meeting the above commitments and requirements of the contract
 Adopting and adapting ECG’s existing Quality Management System (QMS)
to suit the project requirements
 Maintaining the Project Quality Plan (PQP) to reflect changes in the
regulatory and commercial environment, contract requirements and
incorporate continuous improvement

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  Forward planning linking the project workplace risk assessment (WRA) to
the project schedule during the Design Phases
 Ensuring that the implementation of a consistent and uniform approach to
project inductions and quality training to ensure quality standards are
maintained throughout the life cycle of the project
 Working closely with the client to achieve the required quality outcomes
 Establishing measurable objectives and targets, together with regular
reviews to ensure the quality system’s suitability and effectiveness
 Collaborating with key stakeholders to develop and implement a robust
compliance audit schedule
B. Quality Policy, Objectives and Targets
The Project team commitment to achieving Client’s quality requirements will be
further demonstrated by:
 Project Quality Policy Statement;
 Project specific quality objectives
 Project specific quality targets.
a. Quality Policy:
 The adoption of the Quality Policy Statement (QPS) authorised by the
Project Manager.
 The communication of the QPS to all team members through induction,
pre-start meeting, project meetings and display on noticeboards.
 The provision of resources to implement and maintain the QMP.
 The establishment of measurable objectives/targets and regular reviews
to ensure the system’s suitability and effectiveness in meeting client’s
quality requirements.
b. Project Specific Quality Objectives
Project specific quality objectives are:
 Progressive delivery of the project works in accordance with the Project
programme
 To design facilities that are safe, environmentally acceptable, and cost
effective that meet all applicable standards, codes and regulations.
 To do design accurately, on time, minimizing the occurrence of errors,
meet the project’s time schedule and budget.
 To install an attitude of rigorous management approach towards
producing quality on the project
 To ensure that each of the project functional areas establish, maintain,
report and evaluate their quality targets with the aim of process
improvement and benefits to all the project stakeholders
 Quality assurance records, generated by design reviews, verify
compliance with quality and contract requirements
 Prompt identification of non-complying work and implementation of
corrective action to effectively address the issue, preventing
reoccurrence
 Implement effective preventative measures to ensure specified quality.
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3.4 Quality Management Plan Methodology
A. Plan
 Identify the Client Quality Objectives. Help Client express quality expectations in objective,
quantitative terms.
 Identify professional standards including legal, environmental, economic, code, life safety and
health.
 Balance needs and expectations of Client and stakeholders with cost, schedule, and
professional standards. Evaluate the costs and benefits of selected quality objectives and the
processes to be used to achieve objectives.
 Develop an effective plan and processes, including quality assurance and quality control
procedures, to achieve objectives. Consider risk factors and complexity of the project and adapt
processes to provide the requisite level of quality. Document in the risk management plan any
project variations from the local QMP requirements.
 Develop performance measure thresholds to ensure agreement on the definition of success
relative to Quality Objectives.
 Ensure Client endorsement of all quality objectives included in the Quality Management Plan.
B. Do
 Do the work according to the approved PMP and standard operating procedures.
 Project execution is a dynamic process. The PDT must communicate, meet on a regular basis,
and adapt to changing conditions. The Quality Management Plan and PMP may require
modification to ensure that project objectives are met.
C. Check
 Perform independent technical review, management oversight, and verification to ensure that
quality objectives are met consistent with District Quality Management Plans.
 Check performance against the PMP and Client Quality Objectives performance measures
thresholds to verify that performance will accomplish Quality Objectives and to verify
sufficiency of the plan. Share findings with all project stakeholders to facilitate continuous
improvement.
D. Act
 If performance measures thresholds are exceeded, take specific corrective actions to fix the
systemic cause of any non-conformance, deficiency, or other unwanted effect.
 Document quality improvements that could include appropriate revisions to the quality
management plan, alteration of quality assurance and control procedures, and adjustments to
resource allocations.

4.0 Quality Assurance Approach

The focus of quality assurance is on the processes used in the project. Quality assurance
ensures that project processes are used effectively to produce quality project outputs
and results. It involves following and meeting standards, continuously improving project
work, and correcting project defects.

The quality assurance process ensures that project quality control is functioning correctly
and has been properly implemented for all aspects of the work from design to
construction

Quality Assurance for the Sharjah International Airport Expansion Project will be achieved
by defining the relevant quality project management processes that will be applied.

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4.1 Quality Assurance Program
It is the policy of ECG to ensure that the highest order of technical competence is
illustrated in each and every project ECG performs and that recommendations to Clients
represent the best and most appropriate solutions to their needs.

The QA program of ECG has considered two main things: Firstly, the need to satisfy Client
requirements by producing services which are fit for purpose, within budget and on
schedule, and secondly the need to supply these services in the most efficient and cost-
effective manner by introducing effective quality management systems.

ECG Quality Assurance Program provides a basis of commitment and identification of

responsibility. Description of methods to meet the requirements is covered by Quality
Procedures.

4.2 Design Quality Assurance

Design quality assurance involves verifying that all the elements of the QMP are applied
to design activities to ensure accurate tracking and development of design, expediting
approvals for Issued for Construction (IFC) documents, and ultimately, final design
acceptance. These QA activities include the procedures for use in the completion of
design documents—calculations, reports, plans, and specifications.

At the Project outset, training sessions will be conducted by the Project Quality Manager
for the entire design team to ensure that the required procedures and processes are
explained consistently to all team members.

The Project Quality Manager will verify that Design Review corrections and comments
are addressed and documented by the Project Manager/Design Manager at each
scheduled review point.

4.3 Internal Quality Audit

4.3.1 General
A. The Quality Manager plans and coordinates process and/or product audits,
as appropriate. The Quality Manager maintains an audit schedule to verify
that the Contract and that the supporting management plans are
implemented effectively, continue to be followed and where necessary
improved. The audit schedule will include works performed by sub
consultants (if any).

B. An audit program is planned by Quality Assurance Department that takes

into consideration the status and importance of the processes and areas to
be audited, as well as the results of previous audits. The audit criteria, scope,
frequency and methods are defined. Selection of auditors and conduct of
audits ensures objectivity and impartiality of the audit process. The
frequency of the audits will be specified in the Audit Schedule

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 C. The results of the audits are recorded and brought to the attention of the
personnel having responsibility for the area. For any deficiencies or non-
compliances found, corrective action is initiated.
D. The management responsible for the audited area ensures that actions are
taken without undue delay to eliminate detected nonconformities and their
causes. Follow-up activities include the verification of the actions taken and
the reporting of verification results
E. The Quality Manager intends on maintaining a collaborative (with client)
audit schedule and routine reviews to ensure timely closure of audit actions.
F. The audit results are discussed at routine management meetings and formal
management reviews.

4.3.2 Responsibilities
A. The Project Quality Manager shall act as a Lead Quality Auditor (LQA) in
conducting quality audits on the project.
B. The PM is responsible to cooperate with the Project Quality Manager and
his audit team during the course of the quality audit and to follow up any
corrective actions that may be required as a result of the audit.

4.3.3 Project Quality Audit Plan

A. Internal audits and reviews are to be carried out to verify the
implementation, compliance and effectiveness of the Project Quality System
in relation to the scope of work.
B. For the project, a quality audit shall be carried out at 15 %, 30 %, 60% and
90% of the Project progress. However, other audits may be arranged
depending on the quality performance of the project.
C. The PM shall be notified of the quality audit by at least two weeks in advance
before the date of the audit.

AUDIT PLAN
Sharjah International Airport Expansion Project
PREPARED BY: REVIEWED BY: AUDIT TEAM: APPROVED BY: AUTHORIZED BY:
1. ………………………. 2. ……………………….
3. ………………………. 4. ……………………….
Project Quality Manager Deputy Manager, QA Dept QA Department Manager President & CEO
1ST AUDIT TERM 2ND AUDIT TERM 3RD AUDIT TERM
S .N o . AUDIT AREA AUDIT SUBJECTS JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

1 Concept Design Phase Design & Doc. Control Activates IA

15% of Work compilation

2 Schematic Design Phase Design & Doc. Control Activates IA

30% of Work compilation

3 Design Development Phase Design & Doc. Control Activates IA

60% of Work compilation

4 Detailed Design Phase Design & Doc. Control Activates IA

90% of Work compilation

IA: Initial Audit Com plet ed A u dit A u dit Ca n celled A u dit Post pon ed
FUA: Follow up Audit

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 4.3.4 Corrective Action
A. Corrective Action Request (CAR) shall be initiated to identify the
nonconformity, investigate the cause, and reach a conclusion for corrective
action(s) and may include recommendations for actions to prevent the
recurrence of the discrepancy.

B. Corrective actions are started in order to eliminate the factors causing the
detected nonconformities.

Corrective actions initiated when:

 Review of nonconformities including client’s Complaints.
 Inadequate or non-existent procedures and documentation.
 Inadequate process control
 Poor scheduling
 Lack of training
 Inadequate working conditions
 Inadequate resources
 To determine and implement required actions

4.3.5 Issuance and Distribution of the Audit Report

Once the audit findings have been agreed upon by the concerned parties of the
project and the necessary corrective actions are taken, the LQA shall issue the
audit report.

The audit report shall be prepared by the LQA and reviewed and approved by the
QA Department Manager.

4.4 Reporting and Tracking System

The project reporting and tracking system is one of the key elements in ensuring that the
project budget and schedule will be maintained to the maximum extent possible, that
the project will be completed with the highest degree of quality, and that compliance
with the Client’s requirements will be met. The status reports shall discuss the project
costs, schedules, quality issues, compliance with the project requirements, and other
status items in sufficient detail to allow all involved parties to be fully aware of the
significant status issues and actions planned to mitigate any adverse impacts.

4.4.1 Quality Reports

The Quality Manager prepares a monthly report for inclusion in the project monthly
report issued to ECG Corporate and the client by the Project Manager containing
information such as:
 A status of quality activities such as design reviews and services associated with the
work during the preceding month
 A status of quality implementation and document preparation/approval
 Status of non-conformances and corrective actions
 The results of quality reviews and audits (internal and external) undertaken during
the preceding month.
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5.0 Quality Control Approach
5.1 Quality Control Program
It is our policy to assure that the most appropriate technology is applied throughout the
study and design programs, and that the work is done properly and efficiently. Quality
control is a continuous process that cannot be excluded from any part of the design
activities that are performed. Quality control will be performed through mechanisms
such as internal design review, squad check, and technical reviews.

The elements of the Quality Control Program to be applied include:

 Discipline Check - Internal Design Review
 Inter-disciplines checks - squad check
 Technical Review Committee
 Peer Reviews

5.2 Design Quality Control - Design Review & Verification

The Team’s design review will be performed at scheduled review points of Conceptual,
Schematic, Design Development, Detailed Design and Tender Documents completion.
Each of these design review milestones is crucial to the efficient production towards the
next milestone. These thorough reviews will enable the design to proceed with higher
efficiency towards an acceptable design with no repeat work.

The overall design review elements are:

5.2.1 Discipline Check - Internal Design Review
A. Internal Design Review is a process of design review conducted by a selected
experienced staff (Internal Reviewer) who shall provide a consecutive review
and checking at each design aspect, helping to avoid critical errors or
omissions and to improve the product technical quality, with a minimum
reworking effort. As related to design, checking is the detailed technical
examination of a document to make certain that it is accurate, and to ensure
that all the technical design inputs, design bases, and other design criteria
have been correctly incorporated.
B. Internal Reviewer shall be selected and notified at the Mobilization Phase of
the project by the Department Manager.
C. According to the project time schedule, the Department Manager and the
Team Leader shall plan the required checking and its timing, through the
design process and its stages, to allow sufficient time for Internal Reviewer
to perform the required technical reviews. The Project Manager shall be
informed with the required time to review the final package intended to be
issued, to incorporate the internal review duration in the project time
schedule
D. Internal Reviewer shall register his comments, at the end of each phase, on
the project’s documents and using ECG Form “Design Review Checklist”. The
marked project’s documents and the signed forms shall be handed to the
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 Team Leader for further assessment, actions and filing, with copy to the
Department Manager for information and follow-up.

E. The following points shall be emphasized by the reviewer:

 Completeness of documents.
 Integrity of design documents (studies, drawings and specifications).
 Correctness of the design inputs.
 Matching of the design output to the design input.
 Interference between different disciplines.
 Safety considerations.
 Economic considerations.
 Environmental Considerations.
 Complexity of design.
The reviewer shall perform the necessary calculations or analysis to check
the output results.
F. The Department Manager shall monitor the internal review process,
establish and follow-up a plan of action to incorporate the comments in the
design documents. The Team Leader is responsible for implementing all
raised internal reviewer comments before the documents released to the
PM/PE.
G. The Project Manager shall register the status and completion of the design
package received from each discipline, and verifies that the package is ready
for performing technical review

5.2.2 Inter-Disciplines Checks - Squad Check

At the end of each stage a squad check exercise shall be done where all
documents shall be reviewed and commented by all team leaders in sequence or
in a workshop to ensure efficient coordination and overall quality. Squad check
assesses not only the content and accuracy of a document but assures
compatibility between all the design disciplines involved.

Squad Check shall be performed for drawings specified by each TL. The squad
check shall be performed according to the project procedure.

However, in order to minimize the time required for Squad Check and to ensure
common understanding between project disciplines, design coordination
meetings between TLs shall be held as frequent as necessary.

5.2.3 Technical Reviews Committee (TRC)

The Technical Review Committee (TRC) comprises a group of experts who shall review
the project at critical stages during the execution of the services. These experts have
many years of experience in management, finance, engineering, and in guidance of
projects through quality control techniques.

Technical Review Committee (TRC) assigned for the project shall hold review meetings at
predetermined percentages of work completion as follows:

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  Conceptual Design Phase
 Schematic Design Phase
 Design Development Phase
 Detailed Design Phase

The PM shall notify the TRC in accordance with Project Procedure No. P-ENG-03,
by the time these documents are ready for review.

Documents shall only be released to the client once the TRC comments are
properly addressed by TLs and final approval from the TRC is obtained.

5.2.4 Constructability Reviews

Constructability Reviews are intended to improve the effectiveness of a set of
specifications and bid documents by having these reviewed by those with
construction expertise.

They should review issues that affect the contractor’s ability to understand the
project documents well enough to provide well informed bids and meet project
requirements during construction.

The Constructability Review Committee (CRC) shall review designs to minimize

conflicts during construction and address maintainability and durability. These
reviews are all termed “constructability reviews” even though they touch upon
controls, procurement, operations and maintenance in addition to
constructability.

The CRC will convey the results of these reviews in report format to the Project
Manager. The reports will make recommendations for PM decision and
subsequent actions.

5.2.5 Peer Reviews

At appropriate Project stages the Client may require a partial or comprehensive
peer review. Project team shall participate in any meetings as a result of such Peer
Review.

The outcome of the Peer Review meetings will be recorded in the monthly or
quarterly progress reports and confirmed in the monthly or quarterly progress
meetings.

The timing of the Peer Reviews shall be arranged to coincide with the completion
of the various design stages.

Project Manager shall respond in writing to comments resulting from Peer Review.
Project Manager and the Client project team shall reach an agreement on the required
actions, if any, resulting from this review.

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6.0 Quality Improvement Approach
Quality improvement is a systematic, formal approach to the analysis of practice
performance and efforts to improve performance.

ECG deploys a continual improvement philosophy throughout the entire organization.

The improvement effort is driven by goals defined in the quality policy and quality
objectives. Improvement opportunities are identified by analyzing quality performance
data and information. Improvement projects are defined and implemented through the
system of corrective actions and management review actions.

Causes of identified nonconformities are investigated and, where appropriate, corrective

actions are implemented to ensure that nonconformities do not recur. Preventive actions
are implemented to eliminate the causes of potential nonconformities. Corrective actions
taken are recorded and are followed up to ensure that they have been properly
implemented and that they are effective.

The project management team shall determine and select opportunities for
improvement and implement any necessary actions to meet client requirements and
enhance client satisfaction. These shall include:
 Opportunities and priorities for improvement are identified by comparing present
quality performance to objectives defined in the quality policy and quality
objectives.
 Quality performance is determined by analyzing information about client
satisfaction, records of product and process nonconformity, results of internal
audits, and other data and information relevant to quality performance.
 Quality performance is evaluated by management reviews of the quality system.
Where quality performance falls short of a defined objective, the management
review identifies specific improvement actions to reach the objective. When a
quality objective is reached, the management review may set a new, higher
objective in this area and specify new improvement actions for reaching it.

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  In addition to management reviews, department managers identify improvement
opportunities continually, based on daily feedback form their operations and other
activities. Employees are also encouraged to come forward with ideas for improving
products, processes, systems, productivity, and working environment. These
improvement opportunities are evaluated and prioritized by Quality Assurance
Manager and, where appropriate, are implemented though the system of corrective
and preventive actions.
 Improvement projects are usually implemented through management review
actions and through corrective and preventive actions. Where appropriate,
improvement projects may be also initiated by management directives, such as
policy statements, announcements, memoranda, and so forth.

6.1 General
ECG uses the management system to improve its processes, products and services. Such
improvements aim to address the needs and expectations of customers as well as other
interested parties, to the extent possible.

Improvement shall be driven by an analysis of data related to:

The results of analysis shall be used to evaluate:
a) Conformity of products and services
b) The degree of client satisfaction
c) The performance and effectiveness of the management system
d) The effectiveness of planning
e) The effectiveness of actions taken to address risks and opportunities
f) The performance of external providers
g) Other improvements to the management system

6.2 Nonconformity and Corrective Action

6.2.1 Nonconformity
The objective of the control of nonconforming product process shall be to ensure
that nonconforming product does not affect the quality level of delivered client
product and to maintain the effectiveness of the quality management system.

The result of the control of nonconforming product process is to ensure that all
products meet client requirements and to improve the overall effectiveness of
the quality management system.

In process nonconformities are addressed under design review and verification.

Non-conformances discovered by outside sources shall be processed by Project

Manager.

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 6.2.2 Corrective Actions
The need for corrective action is determined on the basis of identified actual
nonconformities. Corrective action requests are typically triggered by such events
as a client complaint and/or product return, nonconforming delivery from a
supplier, or a quality system audit finding.

6.3 Continual improvement

Continual improvement will require the commitment of all of the project staff. ECG
management will work to create a culture that encourages people to actively seek
opportunities for improvement of performance in processes, activities, and quality of
products.

Authority will be effectively delegated so that project staff are empowered and accept
responsibility to identify opportunities where the design and construction teams can
improve their performance.

ECG will create this job culture by recognizing achievements in the area of quality
improvements. Improvement opportunities and suggestions will be sought on an ongoing
basis. Review and evaluation of suggestions will be timely and as thorough as necessary.
Improvement plans will be based upon review of all available or necessary data and
implementation will be efficient and effective

The Quality Manager together with the Project Manager will review any instances where
design services fail to meet the specified requirements, and will take appropriate action
to prevent future occurrences. All project team are encouraged to suggest
improvements.

6.4 Client satisfaction

In accordance with quality management system, the Project Manager will consult with
the client on the type/format of feedback and the timing to contact the various
contractual parties so seek feedback. A proposal for obtaining feedback will be prepared
and submitted to the client. This proposal will include a client satisfaction questionnaires
designed to obtain feedback on project performance. The Quality Manager will collate
the data and discuss the results of feedback with the Project Manager.

On receipt of project performance feedback from the client, the Project Manager shall
initiate specific actions as required to maintain the continuous improvement cycle.

6.5 Management Review

Through the process effectiveness reviews, done as part of Management Review, Quality
Manager works to continually improve the suitability, adequacy and effectiveness of the
quality management system. This includes seeking opportunities for improvement.

The Quality Manager is responsible for coordinating the collection of data and
information required for data analysis and review. The analysed data is presented to

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 management for review to determine the effectiveness and suitability of the
management system. The Project Manager assigns actions required for improving the
effectiveness and suitability of the management system.

The management reviews are undertaken every month after the contract has
commenced and three monthly thereafter. These frequencies can be adjusted as
required by the intensity of the programme. Any changes made to the Quality
Management Plan and supporting documents are submitted to the Client, clearly
showing the amendment made.

7.0 Document Control & Record Management

7.1 Quality system documents
The following quality system documents are part of the Quality Management System for
the works:
 Management system procedures, appendices and forms
 Project Suite of Management Plans including this Quality Management Plan (QMP)
 Internal Design Review Procedure
 Technical Review Procedure
 Interdisciplinary Design Check Procedure
 Design output Procedure
 Constructability review Procedure
 Process Procedures
 Project specific forms and checklists.
 Contract documents and in particular those relating to the Quality Management
System.

The Quality Manager will change the project quality system if the existing system:
 is causing non-conformance
 has to be changed as a result of an audit
 no longer represents the current and/or appropriate practice.

The changes will be incorporated to adopt a continuous improvement approach as

required by our ‘Quality Policy’.

7.2 Document Control – Quality Records

The following documents are subject to control and will be made available to the client
team:
Quality Records
Quality Manual, Quality Policy, Quality Management Plan, and applicable QMS procedures
QMP including other Management Plans required under the Contract
Index of all quality records with a final list issued upon Completion
Personnel qualifications/skills records
IDC checklists

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 Verification checklists
Design Package sign off sheets
Works Verification Records for all drawings produced
Schedule of design reviews
Client’s satisfaction records and actions taken to improve
Audit reports
Certificates of Compliance
Nonconformity reports
Nonconformity Register
Corrective action reports and Register
Preventive action reports and Register
Records of management reviews for the project
Induction and training records

7.3 Document control – Controlled documents

The documents listed below are controlled to ensure that:
 They are approved prior to issue
 They are reviewed and approved by the same function that performed the original
review and approval unless specifically designated otherwise
 Changes and the current revision status is identified
 Relevant versions of applicable documents are available at points of use
 Documents remain legible and readily identifiable
 Documents of external origin are identified and their distribution controlled
 Unintended use of obsolete documents is prevented and to apply suitable
identification to them if they are retained for any purpose.

Document Type Authorisation

Management Plans Project Manager
Workplace Risk Assessment Reviews Project Manager
Procedures/Forms Project Manager
Process Procedures Project Manager

7.4 Standards
It is recognised that for a project of this duration, there needs to be a specific process to
identify and manage changes to design standards, guidelines and requirements. It is
assumed that the Standards, guidelines and requirements will be those at the time of
signing of the contract.

Where there is a change to a standard, guideline or requirement and a change

assessment has ascertained that the change is relevant to the project and necessary, the
PM/PE Manager will issue a ‘project communique’ to all project staff about the change
and possible briefing requirements.

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7.5 Regulations and Codes
The Quality Manager, in conjunction with the respective project personnel (safety,
environment, commercial, design, commissioning etc.) ensures that any legislation,
regulation and codes are of current contract/design approved and are recorded in the
document register.

7.6 Transmission of documents and drawings

All documents distributed to copy holders are recorded using transmittal forms as
detailed in the ‘Records Management Plan’.

7.7 Control of records

Procedures for identification, collection, indexing, access, filing, storage, maintenance
and disposition of quality records will be defined in the ‘Records Management Plan’
including drawings, specifications and maintenance manuals.

The Document Controller maintains a filing index for all project records and the records
are controlled as follows:
 project files are filed in accordance with the project file index
 project files are located at the team’s headquarters and at each project are
maintained on a day to- day basis by the relevant manager
 project personnel are responsible for generating records of compliance with
specified requirements and ensuring that file copies are maintained in the correct
file
 project quality records are maintained within the project files to demonstrate
conformance to supervision requirements.

7.8 Electronic Document Control and Management System

The electronic format for the exchange of documents shall be Adobe Acrobat. Other
native or original formats may be utilized if a “live” document is to be exchanged. When
a native format is requested both the native format version and an Adobe Acrobat
version shall be transmitted. "Zipped" files are not acceptable except zipping is done for
native files as one package for review. ECG project personnel will promote and support
the use of the required file formats. All project laptop and desktop computers will be
equipped with Microsoft Office 2010 to provide access to all of the required file formats.

Table 4-1 Native Electronic Formats

Document type Native (Source) application

Text Microsoft Word 2010
Spreadsheets Microsoft Excel 2010
Graphics Microsoft PowerPoint 2010
Database Microsoft Access 2010
CADD AutoCAD
Images: General JPG; or for High Quality –TIFF CCITT G4
Programme/Schedule Primavera P6

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7.8.1 Electronic Transfer Medium
File Transfer Protocol (FTP) is used for external and internal exchanging of project files/data
over the Internet. E-mail is sent to addressee referring the FTP link with “user name” and
“pass word” to ensure confidentiality for the project information.

CDs and DVDs shall be issued under cover of a Transmittal Form and must be transmitted in
transparent cases or A4 filing wallets with a copy of the Transmittal Form (Document
Transmittal form). The contents of the disks shall be printed and attached to the transmittal.
Disk title and date are to be written on the CD/DVD not on the card insert, which is to be
removed and discarded.

CADD deliverables include AutoCAD drawing files that contain schedules/spreadsheets, and
corresponding construction drawings. The entire design team shall cooperate, as necessary,
to identify and resolve interface conflicts with the drawing files. This cooperation includes
the transfer of electronic information between SAA, and ECG. The method of delivering
electronic files to SAA shall be CD/DVD Rom or use of an Internet FTP site.

7.8.2 Document Storage and Security

All Project team members will work only in the project directory on the project server. And
team members have limited access to different files on this server based on their scope/role
in the project.

The requirements for documents security varies depending on the scale, the sensitivity or
importance of the information and activities supported. The level of documents
confidentiality based on the guidelines provided by the Project Manager. The levels are
follows:
 Confidential : restricted circulation
 Internal : circulation within project
 Public : no restrictions on circulation

7.8.3 Backup and recovery

 Daily backups of all document control system indices and files shall be
performed “Shadow”.
 The IT/Systems Engineer shall take periodical backups every Thursday for all
projects' data files on tapes two copies should be taken for each backup as
stated in W-DOC-303 “Arrangement of Project Documents on the Network”.
 After the submittal of the project phase, the PM shall notify the IT/Systems
Engineer in order to make a backup of this phase on a backup media.
 The IT/Systems Engineer shall make a backup of the whole project on
backup media (Two copies shall be made). One copy is to be stored with
the IT/Systems Engineer and the other one is to be maintained in secured
cabinet.
 After final submittal of the whole project, PM shall notify IT/Systems
Engineer to make a final backup of the whole project on two copies to
backup media.
 The IT/Systems Engineer shall retrieve a random sample of the backup
media kept, every four months to check the integrity of electronic media as
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 stated in W-DOC-304 “Permanent Backup of Project Documents and Data
Files”.

7.9 Obsolete Documents Control

Obsolete documents shall be dealt with in either two ways:
 If there is a decision from the PM or TL to keep the revised documents for
reference or any other purpose, they shall be stamped or marked as
"SUPERSEDED" and shall be kept in a separate place identified to all project
participants.

 If it is decided by the PM or TL to dispose the obsolete documents, they shall be

marked as "OBSOLETE" by the responsible TL and shall be sent to the Support
Services Officer for disposal.

TLs are responsible for the disposition of obsolete documents they have. The disposition process
shall be as follow:
 When receiving a new revision of a document the recipient shall mark the
previous revision prints as "OBSOLETE" or "SUPERSEDED".
 Obsolete or Superseded documents shall be isolated in a separate place in a way
that prevents their misuse.

7.10 Project Record Identification & Traceability

All documents shall be identified, as a minimum, by: unique number, subject, date of issuance,
and name of the originator.

7.11 Project Document Set Organization

Document Set Organization is a standardized method for organizing the Project Documents.

The Document Set Organization provides a consistent, familiar environment for producing,
viewing searching, storing, and retrieving the Project documents.
Effective organization facilitates accurate communication between the document creator and
those who use that document.

Organization standards affect production, delivery, and identification of hardcopy documents as

well as electronic documents.

The purpose of Document Set Organization, are mainly:

 To provide an official Documentation for the project document set Organization.
 To put the rules for the access permission for the project stakeholders.
 To simplify the process of managing the project files, and folders.
 To avoid data duplication into more than one location.
 To unify the project document numbering system.

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